Proposed European ATM Master Plan Edition 2015 - · PDF filehave to be subject to further considerations after validation and proper identification of supporting business ... Proposed

Proposed European ATM Master Plan Edition 2015

Proposed European ATM Master Plan Edition 2015 Page i



Proposed European ATM Master Plan Edition 2015 Page ii


Proposed European ATM Master Plan Edition 2015 Page iii

Executive Summary

What is the European ATM Master Plan?

Within the framework of the Single European Sky (SES), the European Air Traffic Management Master Plan (hereafter referred to as the “Master Plan”) is the main planning tool for defining ATM modernisation priorities and ensuring the SESAR (SES ATM Research) technology and concept of operation become a reality. The Master Plan is an evolving roadmap and the result of strong collaboration between all ATM stakeholders.

The Master Plan details not only the high level view of what is needed to be done in order to deliver a high performing ATM system, but also why and by when. It sets therefore the framework for the development activities performed by the SESAR Joint Undertaking (SJU) and for the deployment activities performed by the SESAR Deployment Manager (Deployment Programme) to ensure overall consistency and alignment. In doing so, this ensures that all phases of the SESAR lifecycle remain connected.

Why act now?

ATM is seen as a critical element in the air transport value chain and key to connecting Europe’s regions while making it a global hub for mobility and prosperity. To ensure the sustainability and competitiveness of aviation, Europe needs to have a clear vision on how to deliver a high performing ATM system.

Since the 2012 edition of the Master Plan, several significant developments, such as the availability of the first solutions developed through SESAR or the significant change to the long term traffic forecast, have taken place. For instance, today’s forecasts now estimate between 3.4 million and 5.2 million fewer flights in 2030 compared to 2010 forecasts, which were the basis upon which the previous edition was built.

The focus of ATM modernisation needs therefore to reflect a greater focus towards increased efficiency and effectiveness while sustaining or even improving the levels of safety and security. At the same time, it must also recognise the need to provide solutions to address critical capacity bottlenecks.

What’s new in the 2015 edition of Master Plan?

Mindful of these developments, this edition of the Master Plan:

outlines the performance ambition, which is supported by SESAR and which reflects the evolution in air transport, as well as the needs of operational stakeholders;

introduces a vision for the future European ATM system;

reflects the first wave of SESAR deployment, namely the Pilot Common Project (PCP)1, and

details the key features of R&D activities (SESAR 2020);

introduces new deployment scenarios for elements that are sufficiently mature to be brought into the deployment pipeline;

explicitly introduces Remotely Piloted Aircraft Systems (RPAS) and Rotorcraft as airspace users as well as cyber-security elements of ATM;

incorporates the results of a more comprehensive military involvement;

further strengthens synergies and consistencies with the Deployment Programme and the Network Strategy Plan.

What is the vision of the 2015 Master Plan?

Building on the Edition 2012 of the Master Plan, this latest edition outlines the vision to achieve “high performing aviation for Europe” by 2035. The vision reflects the goals captured in the SES II initiative, which

1 The Commission Implementing Regulation EU no 409/2013 specified the requirements for Common Projects. Common Projects aim to

deploy in a timely, coordinated and synchronised way ATM functionalities that are mature for implementation and that contribute to the Essential Operational Changes identified in the European ATM Master Plan Ed 2. The first of these common projects is the Pilot Common Project (PCP).


Proposed European ATM Master Plan Edition 2015 Page iv

calls for “more sustainable and better performing aviation”2 and Flightpath 2050 – Europe’s Vision for

Aviation3, which states that in 2050, “European aviation community leads the world in sustainable aviation

products and services, meeting the needs of EU citizens and society”.

The vision is building on the notion of “Trajectory Based Operations” and relies on the provision of Air Navigation Services (ANS) in support of the execution of the business or mission trajectory - meaning that aircraft can fly their preferred trajectories without being constrained by airspace configurations. This vision is enabled by a progressive increase of the level of automation support, the implementation of virtualisation technologies and the use of standardised and interoperable systems. The system infrastructure will progressively evolve with digitalisation technology, allowing Air Navigation Service Providers (ANSPs) irrespective of national borders to plug in their operations where they are needed, supported by a range of information services. Airports will be fully integrated into the ATM network level, which will facilitate and optimise airspace user operations. Going beyond 2035 towards 2050, performance-based operations will be implemented across Europe, with multiple options being envisaged such as seamless collaboration between ANSP or full end-to-end air navigation services being provided at network level.

Furthermore, it is widely recognised that to increase performance, ATM modernisation should look at the flight as a whole, within a flow and network context, and not in segmented portions of its trajectory, as is the case today. With this in mind, the vision will be realised across the entire ATM system, offering improvements at every stage of a flight.

Reaching the performance ambition will also require a change in the way in which solutions are deployed and possible evolutions in the way services are provided. Through a four-phase approach, this change would see the high-level architecture gradually moving from locally specific architecture to a more interoperable, common and flexible service provision infrastructure at regional or network level (see Section 2).

What is the ATM performance ambition for Europe?

The performance ambition supported by SESAR is aspirational and refers to the performance capability that may be achieved if SESAR Solutions are deployed in a synchronised and timely way and used to their full potential. It shows that significant performance gains can be achieved in Europe in a number of key areas, namely, environment, capacity, cost efficiency, operational efficiency, in addition to safety and security. The ambitions described are compared to the 2012 baseline and rely on the optimal development and deployment of a series of operational changes through SESAR Solutions (see Section 3).

2 Communication from the Commission to the European Parliament, the Council, the European Economic and Social Committee and the

Committee of Regions on SES II, COM(2008) 389/2, 25 June 2008

3 Report of the High-Level Group on Aviation Research, 2011, EUR 098 EN


Proposed European ATM Master Plan Edition 2015 Page v

What is needed to achieve this performance ambition?

The technical evolution of the future system is now deeply connected to these performance ambition levels. To deliver, SESAR will enable a step change in system capabilities by 2035 with higher levels of automation, digitalisation and virtualisation.

The Master Plan identifies the related changes and groups them according to whether they are either already in place, in the pipeline towards deployment or are planned as part of Research and Development activities (see Section 4).

These changes are categorised according to four areas of ATM (Key Features):

Optimised ATM Network Services

Advanced Air Traffic Services

High Performing Airport Operations

Enabling Aviation Infrastructure

Further operational changes related to Remotely-Piloted Aircraft Systems and cyber-security are also featured in the Master Plan, as well as the critical role of the human in achieving high ATM performance. As a matter of fact, developing and realising the ideas included in the European ATM Master Plan will only be successful by recognising the ATM workforce as an integral part of the overall ATM system, and as the most critical source of its performance, safety and resilience. As in past and present operations, ATM performance


Proposed European ATM Master Plan Edition 2015 Page vi

will remain the result of a well-designed interaction between human, procedural, technological, environmental and organisational aspects.

What is the timeline for deployment?

The operational changes are enabled through improvements to technical systems, procedures, human factors and institutional changes supported by standardisation and regulation.

The Master Plan includes roadmaps of the identified changes, ensuring that their deployment is planned in a performance driven and synchronised way (e.g. between ground and air deployments) to maximise the benefits achieved. The Master Plan also indicates targeted dates for deployment. All deployment dates will have to be subject to further considerations after validation and proper identification of supporting business cases.

More information on deployment roadmaps is provided in Section5.

What are the expected costs and benefits?

The realisation of the vision will not only bring significant direct and quantifiable performance gains to ATM and aviation, but it will also mean benefits for the EU economy and society in general, as illustrated below.

Delivering Expected Benefits

Direct and quantifiable benefits for European

ATM and aviation

ANS productivity: reduced en-route and TMA costs per flight

Operational efficiency for airspace users: reduced delay, fuel burn and flight time

Capacity: increased network throughput and throughput at congested airports

Environment: reduced CO2 emissions

High standards for Safety and Security

Benefits for EU economy and society

Industrial leadership in ATM and aviation at the forefront of innovation

A more competitive EU aviation industry in the global aviation landscape

Increased connectivity and mobility with a lower environmental impact (contributor to air transport decarbonisation)

Significant contribution to EU GDP and job creation

High-performing Standards (Safety, Security and Social standards)

Information Services enabling progressive:

- Increased automation support

- Virtualisation

Regional, trajectory based,

flight and flow centric operations

First Common Projects

2015

First structural Enablers in place,

local pain points addressed

Flight Path

2050

Efficient services &

infrastructure delivery

Target vision

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rma

nce

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B

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D

Today


Proposed European ATM Master Plan Edition 2015 Page vii

In terms of cost savings, the Master Plan estimates important improvements in several areas, depending on how SESAR is deployed. Two options are put forward, namely an optimised deployment scenario with a greater integration of the ATM infrastructure and a local deployment.

It is estimated that cost savings and the value of all performance benefits would amount to annual recurring benefits ranging potentially from €8Bn to €15Bn per year in 2035, compared to a scenario where SESAR would not be deployed. These savings imply higher levels of coordination on how and where to invest as well as early standardisation and harmonisation of procedures. More critically it also relies on the deployment of infrastructure with a long term horizon and optimised at network level for a total investment in the range of €18Bn to €26Bn in the period until 2035 (see Section 6).

Why is the Master Plan important for global interoperability?

Aviation is a global industry and interoperability together with global harmonisation are key for its safe and sustained growth. The EU-US Memorandum of Cooperation (MoC) provides the framework for SESAR and FAA’s NextGen coordinated approach in particular with regards to the International Civil Aviation Organisation’s (ICAO) harmonisation efforts. This latest update of the Master Plan is timely as it will serve to contribute to the update of the ICAO’s Global Air Navigation Plan (GANP) and the Aviation System Block Upgrades (ASBUs) in 2016.

The Master Plan: a shared and maintained strategy for the evolution of European ATM

The Master Plan is a regularly updated plan (every 2-3 years) that is involving all stakeholders. It represents the strategy for the performance driven evolution of the European ATM system for institutional as well as industrial players.

The Master Plan’s successful implementation is a key enabler for high performing aviation in Europe, providing increased connectivity, supporting sustainable economic growth and promoting European industrial leadership at a global level.


Proposed European ATM Master Plan Edition 2015 Page viii

Table of Contents

Proposed European ATM Master Plan Edition 2015 i

Executive Summary iii

1 Introduction 1 1.1 Single European Sky High-level Goals - overall performance ambition ........................................ 1 1.2 ATM in a changing landscape ........................................................................................................ 1 1.3 What is the European ATM Master Plan ........................................................................................ 2 1.4 The 2015 edition of the Master Plan: significant updates .............................................................. 4

1.4.1 SESAR 1 and SESAR 2020 .............................................................................................. 5 1.4.2 SESAR deployment ........................................................................................................... 5 1.4.3 Increased synergies and collaboration .............................................................................. 5 1.4.4 The link between Master Plan and Network Strategy Plan ............................................... 5

1.5 The ATM innovation lifecycle ......................................................................................................... 6 1.5.1 Research and Development .............................................................................................. 6 1.5.2 Industrialisation ................................................................................................................. 6 1.5.3 Deployment ....................................................................................................................... 6

1.6 Maintenance of the Master Plan .................................................................................................... 7

2 Vision 8 2.1 Offering improvements across ATM .............................................................................................. 8 2.2 Supporting change in ATM ........................................................................................................... 10 2.3 Common Support Services .......................................................................................................... 13

3 Performance View 14 3.1 Enabling maximum performance gains ........................................................................................ 14 3.2 Cost Efficiency to support ANS productivity ................................................................................. 15 3.3 Operational Efficiency .................................................................................................................. 17

3.3.1 Fuel efficiency ................................................................................................................. 17 3.3.2 Time efficiency - shorter flight times ................................................................................ 18 3.3.3 Time efficiency – reduced delays .................................................................................... 18 3.3.4 Increased predictability .................................................................................................... 18

3.4 Environment ................................................................................................................................. 19 3.5 Capacity ....................................................................................................................................... 19

3.5.1 TMA, en-route and network capacity .............................................................................. 19 3.5.2 Airport capacity ................................................................................................................ 20

3.6 Safety & Security .......................................................................................................................... 21 3.6.1 Safety .............................................................................................................................. 21 3.6.2 Security............................................................................................................................ 21

3.7 Military performance requirements............................................................................................... 22

4 Operational View 23 4.1 SESAR Target Concept ............................................................................................................... 23 4.2 SESAR Key Features ................................................................................................................... 23

4.2.1 Optimised ATM Network Services .................................................................................. 23 4.2.2 Advanced Air Traffic Services ......................................................................................... 24 4.2.3 High Performing Airport Operations ................................................................................ 24 4.2.4 Enabling Aviation Infrastructure ...................................................................................... 24

4.3 SESAR Operational Changes ...................................................................................................... 25 4.3.1 Key Feature - Optimised ATM Network Services ........................................................... 29 4.3.2 Key Feature - Advanced Air Traffic Services .................................................................. 32 4.3.3 Key Feature - High Performing Airport Operations ......................................................... 35 4.3.4 Key Feature - Enabling Aviation Infrastructure ............................................................... 39

4.4 Safety Nets ................................................................................................................................... 42


Proposed European ATM Master Plan Edition 2015 Page ix

4.5 Remotely-Piloted Aircraft Systems............................................................................................... 43 4.6 Mapping to Global Context ........................................................................................................... 44

4.6.1 Harmonisation between SESAR and FAA NextGen ....................................................... 44 4.6.2 Mapping SESAR changes to the ICAO Framework to enable interoperability ............... 46

4.7 Role of the human ........................................................................................................................ 46 4.7.1 Integrated view of the ATM system ................................................................................. 46 4.7.2 Changes and issues ........................................................................................................ 47 4.7.3 The approach to change management ........................................................................... 49

5 Deployment View 51 5.1 How and when the SESAR vision can be deployed .................................................................... 51 5.2 Deployment Scenarios ................................................................................................................. 53 5.3 ATM Technology Changes supporting Essential Operational Changes ...................................... 56 5.4 Deployment Roadmaps per Stakeholder ..................................................................................... 58

5.4.1 Airspace User .................................................................................................................. 59 5.4.2 Air Navigation Service Provider ...................................................................................... 60 5.4.3 Airport Operator ............................................................................................................... 61 5.4.4 Network Manager ............................................................................................................ 61

5.5 Infrastructure ................................................................................................................................ 62 5.5.1 Communications roadmap .............................................................................................. 62 5.5.2 Navigation roadmap ........................................................................................................ 63 5.5.3 Surveillance roadmap ...................................................................................................... 65 5.5.4 Cyber-Security ................................................................................................................. 66 5.5.5 Spectrum ......................................................................................................................... 67

5.6 Standardisation and Regulatory View .......................................................................................... 69 5.6.1 Harmonisation & synchronisation .................................................................................... 70 5.6.2 Identifying the needs ....................................................................................................... 70 5.6.3 The standardisation & regulatory needs ......................................................................... 71 5.6.4 Feeding the European standardisation framework ......................................................... 73 5.6.5 The global level ............................................................................................................... 73

6 Business View: What are the Costs and Benefits? 74 6.1 Holistic view of SESAR benefits ambition and investment needs ............................................... 74

6.1.1 Impact on investment ...................................................................................................... 74 6.1.2 Performance ambition in monetary terms ....................................................................... 75 6.1.3 Sensitivity to traffic growth forecast ................................................................................. 76

6.2 Next SESAR deployment wave .................................................................................................... 77 6.2.1 Preliminary CBA results .................................................................................................. 78 6.2.2 Monetised benefits of the Essential Operational Changes ............................................. 79 6.2.3 Costs of the Essential Operational Changes .................................................................. 80 6.2.4 Investment levels and benefit for other stakeholders ...................................................... 82

6.3 Incentivisation strategy and possible areas of regulation ............................................................ 83 6.3.1 Synchronisation of Operational Changes ........................................................................ 83 6.3.2 Incentivisation strategies ................................................................................................. 84

7 Risk Management 86 7.1 Capturing and analysing risk ........................................................................................................ 86 7.2 High-priority risks identified .......................................................................................................... 87

8 List of Abbreviations 92

Annexes 96 Annex A: Mapping SESAR Operational Changes – ICAO Aviation System Block Upgrades ............... 96 Annex B: Avionics Roadmap .................................................................................................................. 98


Proposed European ATM Master Plan Edition 2015 Page x

Table of Figures

Figure 1 – Instrument Flight Rules (IFR) Traffic in Europe ................................................................................ 2

Figure 2 – 3 Levels of the European ATM Master Plan .................................................................................... 3

Figure 3 – Improvements at every stage of flight .............................................................................................. 9

Figure 4 – 4 phase approach to improvements ............................................................................................... 11

Figure 5 – SESAR performance ambitions for 2035 (Categorised by KPA) ................................................... 15

Figure 6 – Evolution of gate to gate direct ANS costs per flight ...................................................................... 16

Figure 7 – Operating Environments ................................................................................................................. 26

Figure 8 – 4 Key Features ............................................................................................................................... 27

Figure 9 – Overview of the most significant input for Human tasks and responsibility ................................... 48

Figure 10 – High-level options for rolling out SESAR ...................................................................................... 52

Figure 11 – Target roll-out of SESAR by 2035 ................................................................................................ 53

Figure 12 – PCP Deployment Scenarios ......................................................................................................... 54

Figure 13 – New Essential Operational Changes Deployment Scenarios ...................................................... 55

Figure 14 – ATM Technology Changes ........................................................................................................... 57

Figure 15 – Airspace User Roadmap .............................................................................................................. 59

Figure 16 – Air Navigation Service Provider Roadmap ................................................................................... 60

Figure 17 – Airport Operator Roadmap ........................................................................................................... 61

Figure 18 – Network Manager Roadmap ........................................................................................................ 61

Figure 19 – Communications Roadmap .......................................................................................................... 63

Figure 20 – Navigation Roadmap .................................................................................................................... 64

Figure 21 – Surveillance Roadmap ................................................................................................................. 66

Figure 22 – Current frequency requirements................................................................................................... 69

Figure 23 – New Standardisation and Regulatory Needs ............................................................................... 72

Figure 24 – Delivering Expected Benefits ....................................................................................................... 74

Figure 25 – Estimated performance ambition (undiscounted)......................................................................... 75

Figure 26 – SESAR delivers significant value for Europe (undiscounted) ...................................................... 76

Figure 27 – Performance gains are sensitive to traffic growth ........................................................................ 77

Figure 28 – The path from validation targets to benefits ................................................................................. 78

Figure 29 – Net Benefits of the New Essential Operational Changes ............................................................. 78

Figure 30 – Investment levels and benefits of New Essential Operational Changes (undiscounted) ............. 79

Figure 31 – Benefits by type (billions of €) (undiscounted) ............................................................................. 79

Figure 32 – Link between Key Performance Areas and Benefits .................................................................... 80

Figure 33 – investment levels by stakeholder included in the CBA (billions of €) (undiscounted) .................. 81


Proposed European ATM Master Plan Edition 2015 Page 1 | 98

1 Introduction

The Single European Sky (SES) initiative aims to achieve “more sustainable and performing aviation”4 in

Europe. Aviation is an important driver of economic growth, jobs and trade with a major impact on the life and mobility of EU citizens. A performance-driven and technologically-enhanced air traffic management (ATM) system is recognised as a critical element for achieving greater connectivity and ensuring the sustainability of the aviation sector in Europe. That is why in 2004, SESAR (Single European Sky ATM Research) was set up to modernise and harmonise ATM systems through the definition, development and deployment of innovative technological and operational solutions.

1.1 Single European Sky High-level Goals - overall performance ambition

SESAR is the technological pillar of the Single European Sky (SES)5,

an EU-wide policy designed to enable ATM to handle a three-fold increase in capacity, improve safety by a factor of 10; enable a 10% reduction in CO2 emissions per flight; and reduce the unit cost of ATM services to the airspace users by 50%. SESAR contributes to these high level-goals by harnessing the expertise and resources of the entire ATM community, from the Network Manager and civil and military air navigation service providers, to airports, civil and military

6

airspace users and staff associations.

1.2 ATM in a changing landscape

Long-term forecasting with horizons of up to twenty years are clearly prone to changes due to economic, political and social conditions, as indicated in the 2013 edition of EUROCONTROL’s study, “Challenges

of Growth”7. The study estimates that there will be between 3.4 million

and 5.2 million fewer flights in 2030 compared to 2010 forecasts, which were the basis on which the 2nd

edition of the Master Plan (2012) was built. The reasons offered for the change in the forecast are many, but most notable among them are a series of interrelated factors such as high volatility in air traffic demand since 2008, the economic downturn, a sharp reduction in airport expansion plans and the growth of Middle East hubs.

4 Communication from the Commission to the European Parliament, the Council, the European Economic and Social Committee and the

Committee of Regions (COM(2008) 389/2 of 25 June 2008) on Single European Sky II

5 Regulation (EC) No 549/2004 of the European Parliament and of the Council of 10 March 2004 laying down the framework for the

creation of the Single European Sky (‘Framework Regulation’) — Statement by the Member States on military issues related to the Single European Sky [See amending act(s)].

6 Military national and collective airspace users. Civil airspace users include scheduled aviation, business aviation and general aviation

7 Challenges of Growth 2013 Summary Report - 2013

SESAR: the building blocks

2004 - Establishment of SESAR (Single European Sky Air Traffic Management Research) as the technological pillar of the Single European Sky (SES)

2007 - Establishment of the SESAR Joint Undertaking (SJU) as a public-private partnership to pool the knowledge and resources of the entire ATM community in order to define, research, develop and validate SESAR Solutions.

2014 – Establishment of the SESAR Deployment Manager (SDM) as a partnership between airlines, airports and air navigation service provider to coordinate the implementation of the EU’s Pilot Common Project.

www.sesarju.eu

http://www.sesarju.eu/



Figure 1 – Instrument Flight Rules (IFR) Traffic in Europe

In the ‘most-likely’ scenario of the STATFOR forecast8, there will be 14.4 million flights in Europe in 2035, 1.5

times the level of 2012 (see Figure 1). The growth will average at 1.8% annually (or around half the rate observed in the 40 years to 2008) but it will be faster in the early years, stronger in Eastern Europe and faster for traffic to and from Europe than for intra-European flights. Turkey will be the largest generator of extra flights in Europe, and will also see the biggest number of additional departing flights in its airspace. Traffic growth will slow down from 2025 as markets mature, economic growth decelerates and as the capacity limits at airports increasingly become an issue.

Some flows and some parts of Europe will see faster growth. However, the major challenge foreseen for ATM is how to improve ATM cost-efficiency in a market that is growing slowly. There is a need to act in so far as Air Transport in Europe faces a number of challenges that may jeopardise its sustainability, safe growth and profitability. The SESAR Vision to address these challenges is set out in Section 2.

1.3 What is the European ATM Master Plan

The European ATM Master Plan (hereafter referred to as the “Master Plan”) is the main planning tool for setting the ATM priorities and ensuring that the SESAR Target Concept becomes a reality. The Master Plan is an evolving roadmap built in collaboration with, and for the benefit of all stakeholders. This document outlines the vision and performance ambitions for the future ATM system within a timeframe up to 2035 with an outlook towards 2050, and then prioritises the Research & Development (R&D) activities and solutions needed to achieve these. The plan also provides stakeholders with a business view of what deployment will mean in terms of return on investment. Being part of a European endeavour, like the Master Plan, means that the choices being made are going to be European choices extending into the worldwide context, thereby reducing technological risk and increasing predictability for the industry’s development and deployment activities.

The first edition of the Master Plan was derived from the “SESAR Master Plan” issued in May 2008 as one of the six main deliverables from the Definition Phase of SESAR in which the major European aviation stakeholders had agreed a common roadmap for the modernisation of the European ATM system. It was endorsed by the Transport Council of the European Union on 30 March 2009. Although, not legally binding, such endorsement by the Council represented a clear political commitment to the SESAR project and an

8 Source: EUROCONTROL STATFOR



acknowledgement of the importance of the Master Plan. The plan is maintained by the SESAR Joint Undertaking (SJU)

9 and forms the foundation of the first SESAR work programme (SESAR 1).

The 2nd

edition of the Master Plan, published in (October 2012), was a significant update and outlined the essential operational changes and technology changes needed to contribute to achieving the SES performance objectives These updates have transformed the Master Plan into a key tool for SESAR deployment and provided the basis for their timely, coordinated and efficient deployment. The Master Plan was a key input to the 12

th Air Navigation Conference (November 2012) to build the ICAO Global Air

Navigation Plan (GANP).

The 3 Levels of the Master Plan

The content of the Master Plan is structured into 3 levels, as shown in Figure 2, to allow stakeholders to access the information at the level of detail that is most relevant to their area of interest.

Figure 2 – 3 Levels of the European ATM Master Plan

This document represents the Executive View of the Master Plan (Level 1). The Master Plan comprises an integrated set of information with Level 1 constituting the synthesis consisting of:

Stakeholders’ Executive Summaries (provided separately) for; Air Navigation Service Providers (ANSPs); Airport Operators (AOs); Airspace Users (AUs); Military; Network Manager (NM).

Executive Summary;

Vision;

Performance View;

Operational View;

Deployment View;

Business View;

Risk Management plan.

The intended readership for Level 1 is at executive level. Levels 2 and 3 of the Master Plan provide more detail on operational changes and related elements.

9 The 2nd edition of the Master Plan is under the sole ownership of the SJU in compliance with the EU Council Regulation.



Level 2 (Planning and Architecture View), available in the European ATM portal (www.eATMportal.eu), provides the detailed planning and architecture information supporting Level 1.

Level 3 (the Implementation View) comprises the European Single Sky ImPlementation (ESSIP) Plan (and Report) which is composed of commonly agreed implementation actions. These actions, with the actions resulting from the other SES plans such as SESAR Deployment Programme address the performance targets in the areas of safety, environment, capacity and cost-efficiency. In addition Level 3 of the Master Plan provides stakeholders with a basis for short-term common implementation planning.

Levels 2 and 3 are targeted for use at expert level.

The European ATM portal provides information at all three Levels in an interactive way. From the visualisation of information at Level 1 a “drill-down” capability allows the related detailed information of the Planning/Architecture and Implementation views to be examined (Levels 2 and 3 respectively).

1.4 The 2015 edition of the Master Plan: significant updates

The Master Plan is a maintained plan that must take into account the changing ATM landscape and needs of stakeholders. This has to be done without losing sight of the bigger picture, namely the need to increase the performance of aviation and ATM in Europe. The European ATM Master Plan edition 2015, rather than a major change, represents an evolution of the 2

nd edition (2012) with the following significant updates it:

Outlines the performance ambition, which is supported by the SESAR project and which reflect the evolution in European aviation and air transport as well as the needs of stakeholders.

Introduces a vision for the future European ATM system, including Common Support Services and cyber-security.

Introduces new Deployment Scenarios, which link operational changes and operating environments where benefits can be delivered in specified timescales.

Reflects the first wave of SESAR deployment, namely the Pilot Common Project (PCP)10

, and details the SESAR 2020 key features and R&D activities.

Explicitly introduces RPAS and Rotorcraft as airspace users.

Incorporates the results of a more comprehensive military involvement through the European Defence Agency (EDA) which together with the North Atlantic Treaty Organization (NATO) and EUROCONTROL jointly developed the material needed.

Further strengthens synergies and consistencies with the Network Strategy Plan.

These updates are considered in the context of a number of developments.

10

The Commission Implementing Regulation EU no 409/2013 specified the requirements for Common Projects. Common Projects aim to deploy in a timely, coordinated and synchronised way ATM functionalities that are mature for implementation and that contribute to the Essential Operational Changes identified in the 2

nd edition European ATM Master Plan. The first of these common projects is the

Pilot Common Project (PCP).

http://www.eatmportal.eu/

https://www.eatmportal.eu/



1.4.1 SESAR 1 and SESAR 2020

Since 2012, significant progress has been made on completing the R&D activities of the first SJU work programme (SESAR 1), leading to the delivery of SESAR Solutions, many of which are in the process of early implementation or are part of the PCP (See success stories). In 2014, in recognition of the need for sustained R&D investment, the mandate of the SJU was extended

11 and

SESAR 2020 was launched. This latest programme addresses further several key areas of ATM, as well as new challenges, changing markets and the need for continuous and coordinated investment.

1.4.2 SESAR deployment

The 2012 edition of the Master Plan already reflected plans for future deployment, underlining the need to assess and select for deployment emerging solutions based on measurable performance gains not just locally but to the overall European network. Since then, Europe-wide deployment has become reality with the adoption in 2014 of the EU Regulation for a Pilot Common Project and the establishment of the SESAR Deployment Manager (SDM) to implement the PCP. The PCP aims to ensure that the solutions derived from the Master Plan are deployed in a timely, coordinated and synchronised manner to bring important performance and cost benefits for Europe’s aviation and air transport sectors.

1.4.3 Increased synergies and collaboration

The future ATM system concerns the entire ATM community. Although the military pursue different objectives, much of the time they operate in a mixed civil-military environment and contribute directly or indirectly to the aviation value chain. With this in mind, the preparation of this latest edition of the Master Plan saw increased participation and involvement by military stakeholders, through the European Defence Agency, to ensure that the Master Plan answers the performance and business needs of this important stakeholder community.

The Master Plan addresses the high-level operational and technological evolution of the ATM System, based on performance ambitions and deployment scenarios. The Deployment Programme comprises a number of implementing projects, coordinated by the SESAR Deployment Manager, which contribute to the achievement of the essential operational changes identified in the Master Plan.

1.4.4 The link between Master Plan and Network Strategy Plan

This latest edition of the Master Plan also reflects increased synergies with other stakeholders and their respective planning documents, such as the Network Strategy Plan and Deployment Programme.

The Network Strategy Plan is part of a wider change process driven by the Network operations and Functions as stipulated in the Regulation (EU) No 677/2011 and its amendment No 970/2014. One of its main goals is to address the ATM Network Performance as defined in the Performance Implementing Rule for the next reference period(s). It uses the technological developments as planned in the Master Plan and it complements them by providing the required additional operational objectives and solutions. Its time horizon is shorter than the Master Plan (9-12 years). The Network Strategy Plan and the Master Plan through their respective update cycles will always maintain full consistency and alignment.

11

Council Regulation (EU) No 721/2014 of 16 June 2014 amending Regulation (EC) No 219/2007 on the establishment of a Joint Undertaking to develop the new generation European air traffic management system (SESAR) as regards the extension of the Joint Undertaking until 2024 Text with EEA relevance

Success Stories

Thanks to the roadmap provided by the Master Plan and the work undertaken in SESAR, a number of “success stories” can be told about progress towards a more high performing ATM system in Europe. These stories appear in boxes with a special stamp throughout this publication.



1.5 The ATM innovation lifecycle

The Master Plan is ambitious in its scope, detailing not only the high level view of what is needed in order to deliver a high performing ATM system, but also all the activities which need to be undertaken so as to plan, implement and deploy the Master Plan. These activities are integrated into the work programmes of the SESAR Joint Undertaking and the SESAR Deployment Manager to ensure overall consistency and alignment. In doing so, this convergence between the Plan and the work programmes ensure that all phases of the ATM innovation lifecycle, as described below, are addressed:

1.5.1 Research and Development

The Research and Development (R&D) phase begins with the definition of a concept, its scope, objectives and technical specifications and ends with a SESAR Solution. Validation means that the solution is technically and operationally feasible, demonstrates performance improvements and has an overall positive business case. It should also be possible at this phase to identify where and when the validated solution will be needed in order to deliver the required performance benefits. The successful transition through this phase is dependent on multiple factors, such as the involvement of the appropriate stakeholders and application of relevant governance structures, as well as planned industrialisation and deployment activities.

1.5.2 Industrialisation

The Industrialisation phase covers the development of operational systems, as well as many supporting activities related to standardisation and the development of procedures and systems (until certification and based on the availability of regulatory material). The duration of this phase is influenced by several factors, such as industrial cycles, decision-making processes and the capacity of the manufacturing industry to bring the solution to market. The length of this phase is also determined by the time it takes to finalise the development and validation of standards.

1.5.3 Deployment

The Deployment phase covers local deployments as well as an optimised Europe-wide deployment, which is supported through a regulatory framework with accompanying financial support. The first wave of deployment has started with the PCP and the Deployment Programme. While the PCP sets what to implement, where and by whom as well as the time windows for implementation. The Deployment Programme provides a project-level breakdown of the PCP, including clear timelines and planning details. This means that the Deployment Programme has direct influence on the investment plans and investment decisions of each investor. Early planning is key for the stakeholders and the Deployment Programme is the tool to guide investment planning by each stakeholder. The aim of the Deployment Programme is to provide the best planning to optimise the investments in ATM and bring the most value for money.

Cooperation agreement signed between SESAR Joint Undertaking and Deployment Manager

In 2015, the SESAR Joint Undertaking (SJU) and the SESAR Deployment Manager (SDM) signed a Memorandum of Understanding, providing the basis upon which to build cooperation for the smooth and timely delivery and deployment of SESAR Solutions to the ATM community.

The agreement has several guiding principles, based on both organisations developing synergies where possible and endeavouring to be complementary to each other’s activities. This involves the mutual and timely sharing of information for effective operations and communications, and harnessing existing cooperation mechanisms. Above all, a critical factor for success is the exchange of information to support the industrialisation phase, to ensure effective bridging between R&D and deployment and to facilitate interoperability.

Pushing the boundaries of ATM

knowledge

As a global leader in ATM R&D, SESAR seeks to push the boundaries of our knowledge and understanding of what is possible in the future ATM system. At the heart of this endeavour are the 40 exploratory research projects, 20 PhD projects, 3 networks, which have led to the creation of a strong body of knowledge in SESAR 1 that is now serving the ATM community beyond the framework of SESAR. This transfer and further application of this knowledge has been made possible through the annual SESAR Innovation Days and the Young Scientist Award.



1.6 Maintenance of the Master Plan

The Master Plan represents a snapshot in time and is updated on a regular basis, approximately 2-3 years, involving inputs from all Stakeholders, and will reflect the results of the R&D programme and deployment activities.



2 Vision

The vision is building on the notion of “Trajectory Based Operations” and relies on the provision of Air Navigation Services in support of the execution of the business or mission trajectory - meaning that aircraft can fly their preferred trajectories without being constrained by airspace configurations. This vision is enabled by a progressive increase of the level of automation support, the implementation of virtualisation technologies and the use of standardised and interoperable systems. The system infrastructure will progressively evolve with digitalisation technology, allowing ANSPs irrespective of national borders to plug in their operations where they are needed, supported by a range of information services. Airports will be fully integrated into the ATM network level, which will facilitate and optimise airspace user operations. Going beyond 2035 towards 2050, performance-based operations will be implemented across Europe, with multiple options being envisaged such as seamless collaboration between ANSP or full end-to-end air navigation services being provided at network level.

Building on the 2nd

edition of the Master Plan, this version outlines the vision to achieve “high performing aviation for Europe” by 2035.The vision reflects the goals captured in the SES II initiative, which calls for “more sustainable and better performing aviation”

12 and Flightpath 2050 – Europe’s Vision for Aviation

13,

which states that in 2050, “European aviation community leads the world in sustainable aviation products and services, meeting the needs of EU citizens and society”. The vision also takes into account the work of SESAR 1 and SESAR 2020 to prioritise R&D activities and deliver solutions for deployment through the PCP and the SESAR Deployment Programme, as well as local implementation where appropriate. Furthermore, the vision reflects the evolving landscape of ATM, as well as emerging challenges and opportunities stemming from aviation and technology trends.

2.1 Offering improvements across ATM

It is widely recognised that to increase performance, ATM modernisation should look at the flight as a whole and not in segmented portions, as is the case today. Mindful of this, the vision is realised across the entire ATM system, offering improvements at every stage of a flight, see Figure 3.

12

Communication from the Commission to the European Parliament, the Council, the European Economic and Social Committee and the Committee of Regions on SES II, COM(2008) 389/2, 25 June 2008

13 Report of the High-Level Group on Aviation Research, 2011, EUR 098 EN



Figure 3 – Improvements at every stage of flight

Improved Air Navigation Service (ANS) operations productivity: The improvement of ANS productivity is made possible in particular, through the development and implementation of automation reducing Air Traffic Controller’s (ATCOs) need for intervention. This is achieved through improved planning supported by planning and conflict resolution tools as well as temporary delegation of separation to the aircraft. Automation of routine tasks and wide introduction of data communication will also allow ATCOs to concentrate on added value tasks, handling more traffic in a safer way and improving their productivity.

Lean and efficient use of ANS infrastructure: Through the standardisation and rationalisation of the infrastructure (including Communications, Navigation and Surveillance (CNS)), ANSPs will have leaner and more modular systems, easier to upgrade and more interoperable with each other. The appropriate virtualisation of ANS will be achieved through the delivery of ATC services irrespective of the location of the infrastructure. Virtual control centres and use of remote towers will allow a more efficient and flexible use of resources, improving substantially the cost efficiency of service provision and relieving congested airspace.

Increased collaboration and operational predictability: Through collaborative decision-making, stakeholders will be able to prioritise their operations and increase predictability. ATM information will be shared digitally via a common information exchange platform.

Improved airport performance and access: This will be achieved through implementing enhanced runway throughput capabilities, more accurate navigation and routing tools, and technical solutions allowing for performance to be maintained in all weather conditions. The introduction of solutions, such as Remote Tower Services, will enable operational coverage to be extended at low and medium traffic airports and will open up new markets (e.g. in airports serving isolated areas and communities, thus stimulating local economies).

Improved flight trajectories: Trajectory Based Operations (TBO) will see the sharing of the same information via System Wide Information Management (SWIM) and datalink communications between airborne and ground actors throughout the business-mission trajectory lifecycle. Thanks to TBO, flight and flow centric operations, in a network context such as sectorless operations, will be possible. This will enable airspace users to fly their preferred trajectory - satisfying their business needs - and to perform continuous descent and climb, generating environmental benefits both in terms of emissions and noise. Airspace configuration will be dynamically adjusted in response to capacity and demand needs. Flight and flow centric operations in a network context will see the introduction of complexity tools to enable air traffic controllers to work on flows rather than individual flights – This will allow flexible and optimal use of controller resources, thereby generating step changes in productivity and cost efficiency.



World’s first Initial four-dimension (i4D) flights

Initial four-dimensional trajectory management (i4D) makes use of the flight management system and communication capabilities of the aircraft and ground systems in order to share and integrate data, and optimise the aircraft trajectory in all four dimensions. This enables a more efficient and predictable handling of flights.

Thanks to i4D, controller workload can be optimised since conflicts between trajectories in the en-route phase can be resolved automatically. During the arrival planning, once they receive their allotted arrival time, aircraft can manage their arrivals with greater precision. This also allows aircraft to better manage their speed profile, which leads to fuel savings and fewer emissions.

In 2012 and again in 2014, SESAR conducted the world’s very first i4D flight trials, demonstrating the maturity and robustness of the application of the solution in real traffic conditions. The trials also confirmed the important efficiency and environmental gains as well as increased flight predictability that can be achieved with i4D.

Inclusion of all air vehicles into the airspace: Clear standards and low-cost system solutions which support interoperability will allow all airspace users (including airlines but also military, business, general aviation or rotorcraft users, as well as Remotely-Piloted Aircraft Systems (RPAS)), to be integrated into the airspace in an efficient and non-discriminatory manner while ensuring safety.

Enhanced safety: New concepts and technologies will enhance ATM safety in the new operational environment. Improved ground-based and airborne safety nets in all phases of flight, including on the airport surface, will ensure that the future ATM system maximises its contribution to aviation safety and minimises its contribution to the risk of an accident.

Enhanced security: Security and in particular cyber security, will be addressed for the enabling infrastructure, including through securing data exchange and sharing within the context of SWIM.

2.2 Supporting change in ATM

The achievement of the above described improvements with the maximum performance gains will require a change in the way in which solutions are deployed and services are provided. Through a four-phase approach, this change would see the high-level architecture gradually moving from country-specific architecture to a more interoperable, common and flexible service provision infrastructure (see Figure 4). It should be noted that these phases are overlapping in sequence rather than one phase following another.



Figure 4 – 4 phase approach to improvements

These phases are described below:

A. First structural changes in place, local pain points addressed

Although ANSPs remain largely vertically integrated in country-based infrastructures, this phase sees the gradual adoption of Service Oriented Architecture (SOA) as the basis for SWIM. The move towards open architecture and standards, and common data models sees further actions undertaken to enhance cyber-security (see Section 5.5.4). This approach allows increased information sharing and exchange between ATM stakeholders, including the Network Manager, airlines, airports across national borders. This phase has already started with the delivery of mature solutions by SESAR 1 and the implementation of the PCP and will continue with the next common projects, the content and timeframe of which will be decided by the European Commission.



B. Efficient services and infrastructure delivery

The development of open standards for the ATM system also means that stakeholders will find commonalities in terms of their operations and service needs, allowing for the development and introduction of “Common Support Services”. This will enable the optimisation and rationalisation of ATM and airport operations’ support services, enabling the move from physical to virtual infrastructures that are characterised by automation and digitalisation of information management. This phase is reliant on the delivery of a continued flow of solutions from the SESAR 2020 R&D activities and demonstrated evidence of the performance gains expected for Europe-wide and/or local deployment where appropriate.

C. Regional, trajectory based, flight and flow centric operations

By this phase, the ATM system has greater levels of automation and is using standardised and interoperable systems to enable trajectory-based and flight-centric operations within a network context - meaning that aircraft can fly their preferred trajectories without being constrained by airspace configurations. The development of further Common Support Services results in a decoupling between the system infrastructure and the air traffic control operations, allowing ANSPs irrespective of national borders to plug in their services where they are needed, providing end-to-end services. This phase also sees the full integration of airports into ATM at the network level, which in turn facilitates airspace user operations, thereby reducing the impact of ATM on user costs. Again, this phase is reliant on the delivery of a continued flow of solutions from the SESAR 2020 R&D activities and demonstrated evidence of the performance gains expected for Europe-wide, regional and/or local deployment where appropriate.

D. Target vision: performance based operations

By this phase, the target vision has been reached in which the ATM system is characterised by a high degree of automation. In this situation multiple options can be envisaged such as seamless collaboration between ANSPs across Europe and/or end-to-end ANS service provision. Going beyond 2035 towards 2050, continued R&D activities focus on enabling performance-based operations and demonstrating how SESAR Solutions can be deployed in complex environments.

The solutions resulting from SESAR 1 and common projects, as well as further R&D under SESAR 2020, will contribute to the abovementioned improvements and benefits to be realised through the gradual implementation and deployment of the SESAR Target Concept. Deployment related decisions will have to be taken in due time by concerned stakeholders on the basis of confirmed maturity of the related SESAR solutions.

Further details of the SESAR Target Concept is available in Section 4, while information on the architecture can be found in the Master Plan’s planning view (Level 2) through www.eATMportal.eu.

Seamless and interoperable ATM

Europe has some of the busiest airspace in the world, managed by a network covering 11.5 million km

2 of airspace with 63 en-route centres. Today, when an aircraft leaves one national airspace and

enters another, the adjacent centres use an on-line data interchange mechanism (OLDI), to share flight information. Centres further downstream, however, do not get access to this information straight away and must rely on the originally filed flight plan in order to organise their airspace.

To address this, SESAR is developing Europe’s first system for continuous exchange of up-to-date and consistent flight information between all actors managing an aircraft at all stages of its journey. Through extensive validation exercises, SESAR partners are showing the tangible efficiency gains that this solution offers. They are also ensuring that industry standards for the exchange of flight information through flight object are in place to support the planned deployment as part of the Pilot Common Project.




2.3 Common Support Services

Common Support Services are services providing ATM capabilities in the same form to consumers that might otherwise have been undertaken by themselves, thus reducing fragmentation, enabling economies of scale, facilitating synergies and improving safety.

With the development and introduction of new systems over the next decade, several of the services for collecting, processing, enhancing or distributing data could be implemented as Common Support Services. The rationale for using common services is to reduce the number of times a given service is developed and deployed and increase the use of more cross-border services to improve cost effectiveness and overall ATM performance. The development of Common Support Services will also result in a more flexible, scalable interface between the system infrastructure and the ANS operations, allowing operational stakeholders to plug in their services where they are needed in the most effective and cost-efficient manner. Areas where Common Support Services may be considered include the following range of established capabilities

14 that

may be provided primarily to operational stakeholders, on a competitive and non-local basis, by one or more service providers:

Aerodrome Operations

Airspace Organisation & Management

Airspace User Operations

Conflict Management

Demand & Capacity Balancing

Information management (e.g. common components such as METEO and Aeronautical Information Management (AIM))

Service Delivery Management

Traffic Synchronisation

Examples of on-going activities related to Common Support Services include:

Services for Air Traffic Flow Management, including civil/military coordination

Services for the collection, dissemination and provision of airspace management data

Services for Flight Planning

Services for Airport Collaborative Decision making and Airports integration in the ATM Network

Services to provide Air Picture data across the European ATM Network

Data Communication Services for air-to-ground datalink

Network Data Services for secured ground-to-ground voice and data exchange

Aeronautical Information Management (AIM) Services

14

ICAO doc 9854 (Global Air Traffic Management Operational Concept)



3 Performance View

This Section outlines the performance ambitions that SESAR may enable through the full implementation of its vision within the 2035 timeframe (see Section 2). The performance ambitions are outlined according to several Key Performance Areas (KPAs), including those captured in the SES High-Level Goals (see Section 1) and by the SES Performance Scheme.

As the technological pillar of the SES, SESAR is one of the key contributors to the SES High-Level Goals through the delivery and deployment of SESAR Solutions with demonstrated and measurable performance gains. SESAR’s performance ambitions are aspirational rather than fixed and binding, since the programme has to take into account the lengthy investment lead times common to infrastructure industries like ATM and the need to spur sustained R&D activities for the future. Longer timeframes bring increased uncertainty to the level of performance in the medium to long term. As such, SESAR performance ambitions should be confirmed and adapted, as and when SESAR Solutions are delivered, and, in some cases, should be supported by changes in the way services are provided so as to reach their full benefits potential.

Nevertheless, SESAR deployment is expected to contribute to the SES Performance Scheme15

, as illustrated by Key Performance Areas (KPAs) described in this Section. These KPAs can be easily cross referenced with those of the SES Performance Scheme, thereby allowing for an assessment of the performance contribution of each and every SESAR Solution.

3.1 Enabling maximum performance gains

The performance ambition supported by SESAR refers to the performance capability that may be achieved if SESAR Solutions are deployed in a widely synchronised and timely way, and used to their full potential. For details of the optimised ATM infrastructure deployment option, see Section 5.1. This ambition provides a common reference for the ATM stakeholder community with which to define development and deployment priorities. The geographical scope of the performance ambition covers the European Civil Aviation Conference (ECAC)

16 area as a whole and is expressed as ranges within a 2035 timeframe, due to the

underlying uncertainty attached to long-term forecasting. The starting point against which the performance ambitions are measured is 2012, which is the year of the last Master Plan update, the start of the performance scheme and the year for which the most recent and validated data were available when this work was performed.

The performance ambitions are categorised according to the SES KPAs, of Safety, Environment, Capacity, Cost Efficiency

17, as well as Operational Efficiency

18 and Security, two further KPAs which have been

identified as key within the SESAR R&D framework. Performance ambitions are aligned with the SES High-Level Goals, while reflecting the evolution of European aviation since 2005, year in which the High-Level Goals were formulated. In particular, the network traffic growth forecasts have been reviewed downwards, thus lowering the need (and consequently the ambition) for additional capacity and the average reduction of 2% in real terms of European Gate-to-gate ANS costs between 2005 and 2012 has been recognised.

To better reflect the expected evolution of European ATM in the next years, a “Business as Usual” scenario is put forward for 2035. This scenario is extrapolated by projecting the historical values observed up to 2012 for different KPAs, supposing that SESAR would not be deployed and taking into account traffic forecasts. It already acknowledges that, in the coming years, performance gains will be achieved through the effect of the

15

Commission Implementing Regulation No 409/2013 on SESAR deployment governance and common projects, Article 4(2).

16 The European Civil Aviation Conference seeks to harmonise civil aviation policies and practices amongst its Member States and, at

the same time, promote understanding on policy matters between its Member States and other parts of the world. ECAC covers the widest grouping of Member States of any European organisation dealing with civil aviation.

17 Commission Implementing Regulation No 390/2013 adopts Cost Efficiency as the title of one of the four KPAs covered whereas ICAO

has established Cost Effectiveness as a KPA. Cost Efficiency is used here to be consistent with Single European Sky regulations.

18 Operational Efficiency is translated into measurements of delay and fuel savings, in order to be useable by the SES Performance

Scheme under the Environment and Capacity KPAs.



SES Performance Scheme target-setting, economies of scale in relation with traffic growth, initiatives and/or partnerships at FAB (Functional Airspace Block), State or ANSP level. SESAR will, however, be needed to sustain these performance efforts through time, by providing the overall framework and the specific solutions needed to support collaboration, partnership, rationalisation, or the sharing of best practices.

Beyond these improvements to be achieved under a “Business as Usual” scenario, the implementation of the SESAR vision outlined in Section 2 will allow achieving a paradigm shift that will enable further substantial performance gains.

The SESAR performance ambition levels for 2035, outlined in Figure 5, are subject to the optimal development and deployment of the Operational Changes made possible through SESAR Solutions. These changes and the related priority R&D activities are detailed in Section 4 on the Operational View, while their benefits are monetised in Section 6 in the Business View. These ambitions also take into account the evolution in ATM service provision, which should further facilitate SESAR deployment.

Figure 5 – SESAR performance ambitions for 2035 (Categorised by KPA)

For the purposes of strategic deployment planning set out in the Master Plan, European service provision units have been categorised into four operating environments: airport, TMA (Terminal Manoeuvring Area), en-route and network. Further subdivisions for detailed planning purposes recognise the different needs of units with differing complexity and traffic levels.

The following Sections address the individual KPAs in greater detail.

3.2 Cost Efficiency to support ANS productivity

SESAR delivers a portfolio of solutions capable of enhancing ANS productivity. In this regard, the ambition is to provide the necessary technical system changes at reduced lifecycle costs, while also developing the operational concept to enhance the overall productivity of ANS provision.



In 2012, the gate-to-gate direct ANS costs per flight19

are approximately €96020

. The SESAR performance ambition, is to allow a reduction of 30-40% (or approximately €290-380) of the cost per flight by 2035 as compared to 2012.

As outlined in 3.1 above, in a “Business as Usual” scenario where SESAR is not deployed, an estimated cost reduction of 10-20% (or approximately €100-200) per flight can already be expected by 2035, based on a historical trend analysis. This reduction is expected to come from economies of scale, cost-efficiency measures and further rationalisation processes currently underway by States/ANSPs, underpinned by SES Performance Scheme target-setting. It is established that this performance improvement cannot be completely decoupled from the technical evolution: SESAR is an essential component to achieve such performance gains, playing an enabling and supporting role.

For this reason, the SESAR performance ambition, is not entirely separated from, and partially overlaps (around 5-10%) with, the “Business as Usual” cost reduction, as indicated in Figure 6.

Figure 6 – Evolution of gate to gate direct ANS costs per flight

In terms of the operating environments, the cost-efficiency ambition for SESAR, underpinned by ANS productivity improvements and infrastructure costs reduction, is spread approximately as follows:

Airport: €50-80 per airport air transport movement21

Terminal & en-route: €240-300 per IFR flight

The benefits to ANS productivity are mainly expected from higher automation of routine tasks, improvement of working methods and technologies, virtualisation of ANS allowing optimal resource use across the ATM network, flight / flow centric operations and widespread use of data communication.

19

ANS costs are those defined in Article 6 of Commission Implementing Regulation No 391/2013 (the “Charging Regulation”). They are composed of costs incurred by ANSPs in the provision of air navigation services (Article 6(1)) and also: (a) costs incurred by the relevant national authorities; (b) costs incurred by the qualified entities referred to in Article 3 of Regulation (EC) No 550/2004; (c) costs stemming from international agreements (Article 6(2))

20 ACE 2012 data, dividing the Total European Gate-to-gate ANS costs for 37 ANSPs (€9.156Bn) by 9.55M flights.

21 An air transport movement at an airport can be a departure or arrival.



Lean and efficient use of ANS infrastructure, based on interoperable standards and services decoupled from system specificities will additionally allow lower ATM system related operational, maintenance and depreciation costs.

The extents to which these gains can be realised are subject to how SESAR Solutions will be deployed, the evolution in traffic growth and the validation of SESAR Solutions’ performance potential. It should also be noted that this cost-efficiency ambition does not take into account the cost of change or the possible restructuring costs incurred. However the impact of such costs is expected to be limited as the cost-efficiency ambition represents approximately an average of 1% of cost-efficiency gain per year over a 20-year period (in the most optimal deployment option as described in the Deployment View).

3.3 Operational Efficiency

In addition to the direct gains in terms of cost-efficiency, SESAR will also bring indirect economic benefits during flight operations, mainly through the reduction and better management of departure delays and more efficient flight paths, reducing both fuel consumption and flight time, and increasing predictability.

3.3.1 Fuel efficiency

The SESAR fuel efficiency performance ambition addresses primarily22

the ATM-related fuel consumption (i.e. the impact of ATM on fuel optimal operations) within a gate-to-gate scope. It therefore includes efficiency on the airport surface, as well as both horizontal and vertical flight profile efficiency throughout the flight trajectory. The aim is to reduce this impact while maintaining the ability to accommodate traffic increases in a safe manner. The SESAR performance ambition is to enable an average reduction of approximately 250-500 kg of fuel per flight (i.e. approximately 5 - 10% out of 4,800 kg of average consumption for a representative flight). This ambition addresses airport surface operations, TMA climb and descent operations and en-route vertical flight efficiency, is broader than is currently targeted by the SES Performance Scheme - The latter focuses on the horizontal en-route flight extension only and aims to reach 2.6% in 2019 from a 2012 baseline of 3.2%

23 .

The SESAR ambition of enabling approximately 250-500 kg fuel burn reduction is, on average, most likely to be enabled across the operating environments as follows:

Airport surface operations: 38-75 kg fuel burn reduction per flight from more efficient taxi operations, representing 30% reduction in average taxi fuel burn per flight.

TMA climb/descent operations: 163-325 kg fuel burn reduction per flight from the reduction in the use of stacks and/or holding patterns in the descent phase and more efficient climb and descent profiles, representing 10% reduction in average climb/descent fuel burn per flight. It should be noted that a significant portion of this improvement relates to TMAs serving the busiest and more congested airports in Europe.

En-route cruise operations: 50-100 kg fuel burn reduction per flight from more direct cruise trajectories and more efficient vertical profiles, representing 2.5% reduction in average en-route cruise fuel burn per flight.

22

SESAR is also addressing other aspects of Environmental Sustainability, but these are not yet subject to quantitative targets / ambitions, e.g. a reduction of aircraft noise in the vicinity of major European hubs due to new approach procedures and related technologies. Note also that fuel burn reductions from improvements in aircraft / engine design are out of scope – the ambition is related purely to ATM changes.

23 Source: PRR 2013 - Horizontal en-route flight efficiency (EUROCONTROL area) based on RP2 KEA metric (the average horizontal

en-route flight efficiency of the actual trajectory; defined as the comparison between the length of the en-route part of the actual trajectory derived from surveillance data and the corresponding portion of the great circle distance, summed over all IFR flights within or traversing the European airspace (Commission Implementing Regulation 390/2013)).



Benefits for airport surface operations are expected from enhanced taxi-out management in airport operating environments, particularly at airports where both runway and stand capacity are highly utilised and currently require extended and variable taxi times.

In TMA operating environments, benefits are expected from the reduction in the use of stacks and/or holding patterns in the descent phase and more climb and descent profiles with fewer level flight segments, particularly in the busiest TMAs.

In en-route and cruise operations, fuel burn will be reduced by the use of direct cruise trajectories. SESAR will enable minimal impact on fuel consumption of trajectory revisions needed for separation provision.

3.3.2 Time efficiency - shorter flight times

With SESAR, improved flight trajectories will result in a 3-6% reduction in flight times by 2035 as compared to 2012, representing 4-8 minutes on an average ECAC flight duration of 127 minutes. This will be enabled by user-preferred routes, dynamic airspace management and flexible airspace configurations, as well as by the advanced use of automation to support tactical air traffic control, allowing the optimisation of traffic flows to and from busy airports.

3.3.3 Time efficiency – reduced delays

2012 is the starting point for projecting the “Business as Usual” scenario, in which departure delays per flight in the ECAC area average at approximately 10 minutes per flight (primary and reactionary delays of all causes)

24. Of this total, approximately 40% (or up to 3.7 minutes) is directly or indirectly influenced by ATM

factors and weather related factors. The remaining time delay is associated with, among other factors, airline operational or technical issues, industrial actions and airport security.

The SESAR performance ambition is to be read in the context of the suboptimal delay situation in 2012 and an additional 50% in annual traffic volume to be handled in 2035. The calculation assumes that delays grow linearly with traffic in the “Business as Usual” scenario. In this respect, the SESAR ambition is to reduce total departure delays by 1-3 minutes per flight by directly reducing primary Air Traffic Flow Management (ATFM) delays (both en-route and airport arrivals), local airport departure delays and their associated reactionary delays. This will be achieved through real-time monitoring of trajectories and collaborative decision-making among stakeholders, who will proactively manage delays and to minimise their impact on the overall schedule. Other types of delay will be also indirectly reduced, thanks to the increased flexibility in operations management and confidence in the network planning.

Combined with increased predictability described below, this SESAR ambition of shortening departure delays will provide the basis for setting the performance ambition for the reduction of arrival delays within the SESAR 2020 framework in response to stakeholders’ expressed needs.

3.3.4 Increased predictability

In addition to reductions in departure delays, the SESAR performance ambition aims to increase the predictability of flight arrivals according to commonly agreed Reference Business Trajectories prior to push-back. This predictability is expected to be a key outcome of the deployment of the SESAR Target Concept, which foresees a move to Trajectory Based Operations (TBO), a more sophisticated network operations planning process and extensive information exchange (see Section 4.1). Specifically, more predictable arrivals are expected to result from enhanced capabilities to manage a number of factors which cause constraints – key among them are adverse weather conditions and the variability in queuing for accessing congested runways (both arriving and departing).

24

Central Office for Delay Analysis (part of EUROCONTROL DNM).



Expressed in terms of the size of the time window within which 70% of flights actually arrive at the gate25

, the SESAR performance ambition is to reduce the size of this time window from approximately 5 minutes to 2 minutes, which corresponds to about 60% reduction. This is turn will have a beneficial effect on the reduction of the “buffer time”, which airlines factor into schedules in order to increase their robustness to tactical time variations leading to strategic delay costs. The key phases of flight for enhancing predictability are therefore taxi-out and TMA arrival. Approximately 80% of the variability ambition is expected to derive from improvements in these areas, with some additional improvements also in taxi-in operations at airports and en-route operations.

3.4 Environment

An average reduction of fuel burnt per flight in the area of operational efficiency has as a direct environmental KPA in the reduction of emissions. The SESAR performance ambition estimates a total reduction of between 5 and 10% in fuel burn per flight, which corresponds to a reduction of 0.79-1.6 tonnes of CO2 emissions per flight, split across operating environments as described in the fuel efficiency section.

While airport noise is essentially a local concern, it can represent an obstacle to the implementation of ATM improvements that offer other important airport performance gains, such as fuel efficiency. Each airport needs to reduce the environmental impact per flight in accordance with local priorities and trade-offs while contributing to the adopted SES performance scheme. Within SESAR 2020, where possible solutions will address the noise dimension so as to broaden SESAR’s global contribution and toolkit to the sustainability of the European aviation. The SESAR 2020 framework will also provide specific indicators and metrics to assess the solutions to improve performance.

3.5 Capacity

This KPA has two components: network traffic throughput and the accommodation of additional flights at high traffic airports.

3.5.1 TMA, en-route and network capacity

The ambition is to increase the network traffic throughput in order to accommodate all the forecast demand with a sufficient margin. In this respect, starting from the suboptimal delay situation in 2012 and assuming a 50% traffic growth by 2035 (i.e. reaching 14.4 million flights per year), the SESAR ambition is to provide 80-100% more capacity in the network. This ambition is markedly different to the SES High-Level Goal of a three-fold increase in capacity compared to the 2005 baseline, since at that time the forecast was to accommodate 27 million flights at the ECAC network level.

Since capacity provision comes at a cost, it is important that it is provided in relation to the demand, when and where needed. A more active role in capacity management at network level will help further improve dynamic demand and capacity balancing and reduce significantly current inefficiencies.

SESAR Solutions are expected to enable these capacity enhancements through the following means:

In TMA and en-route environments, capacity improvements are primarily enabled by enhancements to conflict and separation management and complexity management, as well as increased automation, thereby freeing controllers from routine tasks in order to concentrate on value-added tasks.

In airspace management and Air Traffic Flow and Capacity Management (ATFCM), a more dynamic optimisation and allocation of airspace is foreseen to enable all categories of airspace users to access required airspace with minimum constraints. The increased performance of the modern military flying platform entails additional airspace volume requirements (including RPAS), which SESAR solutions aim to facilitate. An enhanced and more dynamic balance between

25

A similar indicator has been used in comparisons between EU and US ATM-related operational performance. The use of the 70% threshold removes statistical outliers.



demand and capacity is foreseen. These aspects are primary contributions of the Network operating environment.

The ambition of SESAR is to increase the capability across all these areas such that the anticipated growth can be accommodated. It also aims at providing sufficient scalability at key bottlenecks in the network in order to enable reductions in ATFM delays and enhance the potential for more fuel efficient trajectories.

Alleviating traffic congestion around airports

Today, arriving airport traffic is managed and sequenced in the airspace close to the airport. Faced with increasing traffic, airports are looking for ways to overcome congestion and reduce the need for holding.

The SESAR Solution Extended Arrival Management (E-AMAN) allows for the sequencing of arrival traffic much earlier than is currently the case, by extending the AMAN horizon from the airspace around the airport to further upstream. Controllers in the upstream and cross-border sectors, including those in neighbouring FABs, can instruct pilots to adjust the aircraft speed before beginning descent, thereby reducing the need for holding. The results from SESAR flight trials show that this solution offers valuable reductions in fuel consumption and CO2 emissions.

E-AMAN is planned for synchronised deployment at 24 European airports across Europe in accordance with Commission Implementing Regulation (EU) No 716/2014 of 27 June 2014 on the establishment of the Pilot Common Project

3.5.2 Airport capacity

If no action is taken, bottlenecks are expected to develop in locations where there is insufficient terminal area and airport capacity. Based on the most-likely scenario for traffic growth, it is estimated that around 1.9 million flights (12% of the demand) will not be accommodated in 2035 (according to the airports’ reported expansion plans). In this “Business as Usual” scenario, more than 30 airports will be operating at 80% or more of capacity for 3 or more hours per day, compared to 6 airports in 2012

26. Here the issue is not so

much a lack of capacity overall, but rather a lack of capacity where, when and at the price needed. This potential lack of airport capacity will have a knock-on effect into other operating environments which will also need to be managed. Intensive use of saturated airport capacity will adversely impact predictability and punctuality, which make the ambitions to improve them more challenging.

The SESAR ambition is to contribute to addressing this issue through solutions that will increase airport throughput. In this respect, the ambition is to accommodate between 220,000 and 440,000 of the additional estimated 1.9 million flights per year. This is expected to be achieved in two ways, both of which are being addressed by SESAR Solutions:

enabling an increase in runway throughput per busy / peak hour such that the airport is able to raise the declared capacity;

reducing the degradation in capacity (and consequent impact on flight operations) in non-nominal operating circumstances, e.g. low visibility conditions, strong winds, system or infrastructure issues. This is also addressed by Airports Operation Planning.

This capacity increase will require enhancements to traffic sequencing, reduced separation requirements, reduced and more predictable runway occupancy time and enhanced management of taxiway throughput for both arrivals and departures. At airports where capacity is constrained by runway throughput, these enhancements will enable a greater number of arrivals and departures to be scheduled by airline operators. The construction of additional runways, rapid exit taxiways and terminal infrastructure would make a significant additional contribution to the overall European airport capacity, but are not within the scope of SESAR.

26

Challenges of Growth 2013 Summary Report - 2013



However, it should be noted that not all airports will need to deploy the same level of capabilities to meet the forecast traffic. The capabilities required will be dependent on the runway utilisation and complexity of the layout at each individual airport. Furthermore, it remains to be seen to what extent the tighter utilisation of airport capacity across the network can be achieved at the same time as significant improvements in predictability and punctuality. These issues will be addressed within the SESAR 2020 framework.

3.6 Safety & Security

The performance approach to safety and security is of a different nature from other performance areas. By their nature, they cannot be categorised according to operational environments. Regarding safety, in principle each local operating environment will need to reduce the risk per flight by an amount that is at least equal to the local rate of traffic growth, but it would not be meaningful to apply an absolute categorisation as safety ambitions are expressed purely in qualitative and relative terms. In terms of security, the ambition implies taking all the necessary measures to ensure that from the beginning security is take into account in the design of each system development lifecycle and that a holistic approach is used to assess the risks.

3.6.1 Safety

Safety improvements are one of the four SES High-Level Goals driving the evolution of ATM in Europe and one of the four KPAs addressed by the SES Performance Scheme.

Irrespective of traffic growth, the ambition is to maintain and where possible reduce the level of safety and security risks associated with ATM. This has been a consistent goal for more than a decade and was re-affirmed in the 2

nd edition of the European ATM Master Plan. It is reflected in the SES High-Level Goal by

the fact that risk rises proportionally with the square of traffic density (hence x9 vs. capacity growth x327

). A substantial number of SESAR Solutions are specifically focused on improving safety performance. Beyond this, all SESAR Solutions, even if not specifically targeting safety gains, are and will remain subject to a positive safety case prior to being validated as fit for deployment.

The safety ambition of the Master Plan is to reduce the risk per flight so that irrespective of traffic growth the overall number of accidents per year with an ATM contribution does not increase, and can, in fact, even decrease. This ambition implies a significant reduction in risk per individual flight. This is a cornerstone of ATM strategic planning where it is appropriate and possible to measure potential risks. In line with the most recent traffic growth scenarios detailed in the introduction, the performance ambition is equivalent to improving safety by a factor of about three.

The scope of the safety performance ambition applies to the provision of ATM and ANS. Within the SESAR project, the Key Performance Indicator (KPI), “number of fatal accidents and incidents with ATM contribution per year”, is measured and assessed against a potential outcome in a hypothetical baseline case (where there are no changes to ATM safety, while traffic is allowed to increase). The ambition is then cascaded to drive Safety Acceptance Criteria associated with the operational changes under evaluation.

This is complementary to the approach used in the Performance Scheme, which sets explicit targets relating to effectiveness of safety management systems, reporting and analysis of safety incidents and application of just culture. These indicators and targets are enablers for enhanced safety performance, and are complemented by the performance scheme’s monitoring of separation minima infringements, runway incursions and ATM specific occurrences.

3.6.2 Security

Adequate security is a major expectation of the ATM community and of citizens to ensure the ATM system, as well as ATM-related information, is protected against security threats. Security risk management should balance the needs of the members of the ATM community that require access to the system, with the need to protect the ATM system. In the event of threats to aircraft or threats using aircraft, ATM should provide the relevant authorities with appropriate assistance and information.

27

In establishing the SES High-Level Goals a rounded value of “x10” was applied for the Safety goal



The performance ambition for security is to ensure that there is no increase in the risk of having ATM-related security incidents, taking into account the technological evolution of the underlying systems. This will be achieved through incident prevention (i.e. by protecting the system from an attack) and through system resilience to attacks (i.e. recovering to normal operations in case of attacks occurs as safely and quickly as possible).

Because of its specific nature, ATM is particularly focused on cyber-security aspects, which are specifically addressed in Section 5.5.4.

3.7 Military performance requirements

The Military Operating Environment (MOE) has been created to analyse the contribution of civil-military coordination and interoperability solutions to mission effectiveness and overall network performance. The military’s approach is to implement civil capabilities when possible and when those capabilities do not introduce constraints and limitations to higher military functions. While a large portion of civil operations at airports, in TMA and en-route are comparable, military flight operations are substantially different.

Military stakeholders largely share civil performance requirements when providing ANS to General Air Traffic (GAT). For specific civil-military performance requirements, the notion of military mission effectiveness exists and a Civil-Military ATM performance guideline document has been used as an initial reference

28. The

overarching principle is that deployment of SESAR should positively contribute to the effectiveness of the missions performed by the military. System interoperability is the basis for solutions/synergies that enable the reutilisation of existing military capabilities. The defence community (States) has always emphasised the prerequisite of military forces having access to airspace for training purposes, air policing and air defence missions; as well as the need to safeguard the ability to access to overseas territories from within the European airspace, as and when required. Additionally to strive for processes and mechanisms supporting performance based certification so that an equivalent level of performance of the military system against SESAR ATM/CNS requirements can be achieved.

The Military performance impact for the SESAR Operational Changes has been assessed, specifically for General Air Traffic operations, in the following areas:

Capacity

Cost effectiveness

Efficiency

Flexibility

Access and equity

Interoperability

Security

A qualitative impact assessment29

has been performed for each of these performance areas and is presented in Section 4.

28

Civil-Military ATM Performance Framework. Guidance material edition date 15-01-2015

29 Military Impact assessment of ATM Master Plan Deployment Packages and Deployment Scenarios edition date 18-06-2015



4 Operational View

The performance ambition set out in Section 3 is supported by SESAR through the implementation of a number of Operational Changes realising the SESAR Target Concept.

4.1 SESAR Target Concept

The SESAR Target Concept aims to achieve high performing ATM by enabling airspace users to fly their optimum trajectories. This concept relies on the effective sharing of information between air and ground actors throughout the business or mission trajectory lifecycle. To do so, airline operations centres, the Network Manager (NM) and ANSPs share trajectory information through System Wide Information Management (SWIM). Meanwhile, the airborne system receives trajectory information via air-ground datalink and so keep a fully updated trajectory, as agreed with all actors. The airborne system also enhances the trajectory information maintained in Flight Data Processing systems with aircraft or environmental-specific content downlinked from the aircraft.

The latest agreed trajectory becomes the reference business or mission trajectory to Airspace Users, ANSPs and Airport Operators. This allows all stakeholders, including airports, to have increased predictability of both Flight Data Processing maintained and airborne trajectories. At the same time, the system’s flexibility is retained, since constraints are only imposed when a specific ATM operational need arises (e.g. demand and capacity balancing, complexity management, arrival management or separation management). Flexibility is also key to ensure a resilient system that is able to deliver to maximum capacity in all situations.

Ultimately the European ATM system is shifting towards flight- and flow-centric operations, with a network context, allowing airspace users greater flexibility to prioritise their flights and maximise their fleet’s performance and meet their business goals. As a result, performance monitoring becomes an integral part of the ATM system, for airspace users but also ANSPs to choose which key performance area(s) they wish to prioritise to better serve their customers’ needs.

Supporting this paradigm shift is the optimisation of the enabling technical infrastructure making greater use of standardised and interoperable systems, while advanced automation enables a more cost-effective performance-based service provision.

SESAR deployment on the move

The most convincing proof of SESAR’s readiness was the EU decision to deploy a first set of SESAR Solutions through the Pilot Common Project between 2015 and 2024.

The PCP will ensure that the solutions derived from the Master Plan and developed by the SESAR Joint Undertaking are deployed in a timely, coordinated and synchronised manner by the SESAR Deployment Manager in order to bring important performance and cost benefits for Europe’s aviation and air transport sectors.

4.2 SESAR Key Features

The realisation of the SESAR Target Concept follows strategic orientations described by 4 key features, which evolve through an ongoing deployment and supporting R&D programme.

4.2.1 Optimised ATM Network Services

An optimised ATM network must be robust and resilient to a whole range of disruptions, including weather disruption (including meteorological perturbations). It also relies on having a dynamic, on line, collaborative mechanism, allowing for a common updated, consistent and accurate Plan that provides reference information for all planning and executing ATM actors. This feature aims include activities in the areas of



advanced Airspace Management, advanced Dynamic Capacity Balancing and optimised airspace user operations, as well as optimised ATM network management through a fully integrated Network Operations Plan (NOP) and Airport Operations Plans (AOPs) via SWIM.

4.2.2 Advanced Air Traffic Services

The future European ATM system will be characterised by advanced service provision, underpinned by the development of automated tools to support controllers in routine tasks. The feature reflects this move towards automation with activities addressing enhanced arrivals & departures, separation management, enhanced air and ground safety nets and trajectory and performance-based free routing.

4.2.3 High Performing Airport Operations

The future European ATM system relies on the full integration of airports as nodes into the network, as well as enhanced airport operations, ensuring a seamless process through Collaborative Decision Making (CDM), in normal conditions, and through the further development of collaborative recovery procedures, in adverse conditions. With this in mind, this feature addresses the enhancement of runway throughput, integrated surface management, airport safety nets and total airport management.

SESAR Airport Operations Centre (APOC)

SESAR is developing a number of solutions within the Airport-Collaborative Decision-making framework to improve information sharing at airports, thereby improving efficiency and predictability of flights. One such solution is the Airport Operations Centre (APOC), which brings together the main airport stakeholders to become a platform for stakeholder communication and coordination, based on shared knowledge.

Instead of islands of potentially conflicting decision-making, the APOC provides a coordinated capability, supported by technology and processes, which balances the business priorities and strategies of all airport stakeholders. APOC keeps the airport flowing by matching resources and facilities to changes in demand or schedule.

SESAR validations have shown how APOC can improve efficiency at both regional and large airports and, in 2014, SESAR APOCs were opened by SEAC members at Heathrow and Paris Charles de Gaulle airports.

4.2.4 Enabling Aviation Infrastructure

The enhancements described in the first three Key Features will be underpinned by an advanced, integrated and rationalised aviation infrastructure providing the required technical capabilities in a resource efficient manner. This feature will rely on enhanced integration and interfacing between aircraft and ground systems, including ATC and other stakeholder systems such as flight operations and military mission management systems. Communications, Navigation and Surveillance systems, SWIM, Trajectory Management, Common Support Services and the evolving role of the human will be considered in a coordinated way for application across the ATM system in globally interoperable and harmonised manner. The continued successful integration of General Aviation (GA) and Rotocraft (RC) alongside the introduction of RPAS into the ATM environment is a major activity in this feature.



4.3 SESAR Operational Changes

Operational Changes provide performance benefits (see Section 3) to one or more of the four types of operating environment, i.e. Airport, en-route, TMA and Network.

SESAR 1 comprises:

Essential Operational Changes30

which are included in the Pilot Common Project (PCP31

),

New Essential Operational Changes (defined as those beyond the PCP) as well as additional operational changes related to safety, and

Operational Changes that are currently not considered as Essentials.

Figure 7 shows these operational changes allocated to the Operating Environments where they bring the most benefit. Each of the Essential Operational Changes supports the performance ambitions identified for one or more Operating Environments. Other Operational Changes may be needed subject to local needs and business cases.

Common Projects aim to ensure that solutions contributing to Essential Operational Changes are timely developed by the SESAR project and deployed in a timely, coordinated and synchronised manner in order to bring important performance and cost benefits for European aviation and air transport sectors. The first common project is the PCP including the following ATM Functionalities:

Extended Arrival Management and Performance Based Navigation in the High Density Terminal Manoeuvring Areas;

Airport Integration and Throughput;

Flexible Airspace Management and Free Route;

Network Collaborative Management;

Initial System Wide Information Management;

Initial Trajectory Information Sharing.

30

An Essential Operational Change is defined as an ATM operational change that provides significant network performance improvements to the operational stakeholders. An essential operational change is pre-identified in the ATM Master plan and its performance improvement is validated during the SESAR development phase and then proposed for deployment.

If these essential operational changes require synchronised deployment to achieve the improved performance at network level and they are mature for deployment, they are proposed as ATM functionalities in Common Projects as defined in Regulation (EU) 409/2013.

31 Commission Implementing Regulation (EU) No 716/2014 of 27 June 2014 on the establishment of the Pilot Common Project

supporting the implementation of the European Air Traffic Management Master Plan Text with EEA relevance



Figure 7 – Operating Environments

Initial SWIM* includes the following PCP Essential Operational Changes

Common infrastructure components

SWIM infrastructure and profiles

Aeronautical Information exchange

Meteorological information exchange

Cooperative Network information exchange

Flight information exchange

Key:

Operational Changes PCP Essential Operational Changes New Essential Operational Changes

The Operational Changes are enabled through technical systems, procedures, human roles and institutional changes including standardisation and regulation. Changes to technical systems are described in ATM Technology Changes which are an aggregation of changes to individual technical systems.

Roadmaps of all the ATM Technology Changes per Stakeholder Group are provided in Section 5 showing the synchronised view (e.g. between ground and air deployments) needed to ensure that their deployment is planned in a performance-driven and fully coordinated way to maximise the benefits for all stakeholders.

Detailed information is given about the ATM Technology Changes required for each New Essential Operational Change in Section 5.3 and Figure 14.

The relationship between the 4 Key Features, Essential Operational Changes and a list of key R&D activities arising from SESAR 2020 are shown in Figure 8.



Figure 8 – 4 Key Features



A high-level description of the evolution of each of the 4 Key Features from Pre-SESAR, through the Operational Changes to R&D Activities is provided in Section 4.3.1 to 4.3.4 with full details of all the Operational Changes available in the European ATM portal (www.eATMportal.eu).

A military qualitative impact assessment32

has been performed for the new Essential Operational Changes for each of the performance areas described in Section 3.7 with following classifications

Neutral = Benefits and cost as planned

Negative= Less benefits or more cost

Positive = More benefits or less cost

Where the assessment was Neutral this has not been included in the description.

32

Military Impact assessment of ATM Master Plan Deployment Packages and Deployment Scenarios edition date 18-06-2015




4.3.1 Key Feature - Optimised ATM Network Services

Current situation (Pre-SESAR)

Air Traffic Flow Management (ATFM) slot exchange allows airlines to prioritise flights by exchanging the slot of

one flight with the slot of another;

Civil/Military Airspace and Aeronautical Data Coordination: Civil/military real-time coordination is enhanced

through "what-if" functionalities and automated support to airspace booking and airspace management;

Basic Network Operations Planning: Interactive rolling Network Operations Plan (NOP) provides an overview of

the ATFCM situation with increasing accuracy from strategic planning to real time operations

Short Term ATFCM Measures (STAM): instead of rigid application of ATFM regulations based on standard

capacity thresholds as the predominant tactical capacity measure, STAM aims at improving the efficiency of the system using flow management techniques through a close working relationship between ANSPs/FMP (Flow Management Position) and the Network Manager.

In the pipeline towards deployment (Essential Operational Changes PCP & New)

Pilot Common Project (PCP) Essential Operational Changes

Airspace Management (ASM) and Advanced Flexible Use of Airspace (A-FUA) aims to provide the possibility

to manage airspace reservations more flexibly in response to airspace user requirements. Changes in airspace status shall be shared with all concerned users, in particular Network Manager, air navigation service providers and airspace users. ASM procedures and processes shall cope with an environment where airspace is managed dynamically with no fixed-route network.

Automated Support for Traffic Complexity Assessment involves the use of planned trajectory information,

network information and recorded analytical data from past operations in order to predict traffic complexity and potential overload situations, allowing mitigation strategies to be applied at local and network levels. Extended Flight Plan (EFPL) will be used to enhance the quality of the planned trajectory information thus enhancing flight planning and complexity assessments.

Collaborative NOP consists of increased integration of NOP and Airport Operations Plan (AOP) information. The

Collaborative NOP shall be updated through data exchanges between Network Manager and operational stakeholder systems in order to cover the entire trajectory lifecycle and to reflect priorities when needed. Airport configurations constraints and weather and airspace information shall be integrated into the NOP. Where available, the airport constraints will be derived from the AOP.

Calculated Take-off Time to Target Times for ATFCM purposes will be applied to selected flights in order to

manage ATFCM at the point of congestion rather than only at departure. Where available, the Target Times of Arrival (TTA) shall be derived from the Airport Operations Plan. TTAs shall be used to support airport arrival sequencing processes in the en-route phase.

Enhanced Short Term ATFCM Measures will enable tactical capacity management, ensuring a close and efficient

coordination between ATC and the network management function. Tactical capacity management shall implement STAM using cooperative decision-making to manage flow before flights enter a sector.

New Essential Operational Changes

User Driven Prioritisation Process (UDPP) gives airspace users the opportunity to exchange the departure order

of any two flights from different airlines penetrating the same constraint (airspace volume, arrival airport). This allows airspace users, within commercial agreements, to reduce the delay of a commercially sensitive flight at the cost of another flight. UDPP facilitates ATFCM planning and departure sequence through advanced airports operations (CDM, Advanced-Dynamic Capacity Balancing).

Performance: UDPP provides significant savings to airlines and some additional benefits in flexibility, and

departure punctuality.



R&D Activities

The key R&D activities under this feature will address the following:

Management of Dynamic Airspace Configurations refers to the development of the process, procedures and

tools related to Dynamic Airspace Configuration (DAC). DAC is achieved through a seamless and coordinated approach to airspace configuration, allowing the Network to continuously adapt to demand pattern changes in a free route environment and ATC sectors to adapt to dynamic TMA boundaries.

Integrated Local DCB Processes sees the seamless integration of Local Network Management with extended

ATC planning and arrival management activities in short term and execution phases. The solution will improve the efficiency of ATM resource management, as well as the effectiveness of complexity resolutions by closing the gap between local network management and extended ATC planning.

Network Prediction and Performance relies on shared situation awareness with respect to demand, capacity and

performance and has an impact on regional, sub-regional and local Demand & Capacity Balancing (DCB) processes. Prediction of DCB constraints and complexity issues will be based on the definition of metrics and algorithms for prediction, detection and assessment of traffic complexity, thus improving the accuracy and credibility of the diagnosis and awareness of hotspots.

Collaborative Network Management Functions allow for network management based on transparency,

performance targets and agreed control mechanism. The solution enables a real-time visualisation of the AOP/NOP evolving planning environment (such as demand pattern and capacity bottlenecks) to support airspace user and local planning activities.

Mission Trajectory Driven Processes refer to the updating of Wing Operations Centre (WOC) processes for the

management of the Shared & Reference Mission Trajectory (SMT/RMT). These processes respond to the need to accommodate individual military airspace user’s needs and priorities without compromising optimum ATM system outcome and the performances of all stakeholders.

Airspace User Processes for Trajectory Definition and Airspace User Trajectory Execution from Flight Operations Centre (FOC) allow for the updating and management of the Shared & Reference Business Trajectory

(SBT/RBT). The processes respond to the need to accommodate individual airspace user’s business needs and priorities without compromising optimum ATM system outcome and the performances of all stakeholders.

Airspace User Fleet Prioritisation and Preferences sees the extension of airspace user capabilities, through the

UDPP, allowing them to recommend a priority order request to the Network Manager and appropriate airport authorities for flights affected by delays on departure, arrival and en-route and to share preferences with other ATM stakeholders in Capacity Constrained Situations (CCS).

Additional R&D activities will address the following:

Dynamic Airspace Configuration supporting moving areas will see the management of dynamic airspace

configuration extended to support moving areas. This includes an impact assessment of areas that are potentially unsafe due to weather phenomena that can evolve in 4 dimensions and integrate those in the DAC process.

SESAR Synergies with the Network Strategy Plan

The SESAR essential operational changes and the associated ATM Technology changes led to the development of detailed roadmaps focused on Network operations encapsulating all relevant stakeholder actions. The Network Manager main aim is to enhance stakeholders understanding on Network operations needs and expedite and facilitate the corresponding implementation actions.

These detailed roadmaps (network evolution, operational and technical) constitute an integral part of the European Network Operations Plan (NOP) and were approved for first time with NOP edition Feb. 2015. NOP through its subsequent updates will address the new SESAR essential operational changes as they become mature focusing always on their impact on Network operations



Performance Based Navigation

Today, departure and arrival routes at the airports are based on conventional navigation. This navigation method together with the spacing required between routes is a source of inefficiency. A solution is to implement new procedures based on Performance-Based Navigation (PBN) and the selection of the most suitable navigation specifications for the traffic densities of the European terminal airspaces.

A number of projects in SESAR have worked on and validated aspects of PBN routes in a terminal airspace, in particular RNP approaches with Radius-to-fix turns terminating at the final approach fix, the transition from RNP1 to an RNP APCH and from the approach to precision landing, as well as the possibility to reduce route separation or use of tactical parallel offsets for separation. Also an analysis was conducted of the required infrastructure to support PBN and to cater for the loss of navigation signals.

Enhanced Terminal Airspace using RNP-Based Operations with RNP 1 SIDs, STARs and transitions (using Radius to Fix - RF) and RNP APCH (Lateral Navigation/Vertical Navigation (LNAV/VNAV)) is planned for synchronised deployment at the 25 busiest airports in Europe by 1 January 2024.



4.3.2 Key Feature - Advanced Air Traffic Services

Current situation – (Pre-SESAR)

Basic Arrival Management (AMAN): facilitates the use of fixed routes (e.g. PRNAV) in the terminal area together

with the use of CDA approaches

The introduction of Precision Area Navigation (PRNAV) procedures capitalise on the performance benefits

offered by approved aircraft. This was an interim objective aimed towards establishing a global Required Navigation Performance (RNP) Radio Area Navigation (RNAV) environment.

The provision of Air Traffic Situational Awareness Airborne (ATSA-AIRB) is considered a precursor of

Airborne Separation Assistance System (ASAS) spacing by assisting flight crews in building their traffic situational awareness. This is achieved through the provision of an appropriate on-board equipment including display of surrounding airborne traffic relative to own aircraft, together with additional traffic information.



Arrival Management (AMAN) extended to en-route airspace integrates information from arrival management

systems operating out to an extended distance to provide an enhanced and more consistent arrival sequence. This allows for coordination between air traffic control in the TMA and adjacent en-route sectors and earlier traffic sequencing in the en-route and early descent phases. Existing techniques to manage the AMAN constraints, in particular “Time to Lose or Gain” and “Speed Advice” may be used to implement this functionality.

Enhanced Terminal Airspace using RNP-Based Operations consists of the implementation of

environmentally-friendly procedures for arrival/departure and approach using Performance Based Navigation (PBN) in high-density TMAs e.g. RNP 1 SIDs (Standard Instrument Departures) and STARs (Standard Instrument Arrivals).

Free Route corresponds to the ability of the airspace user to plan and re-plan a route according to the user-defined

segments within significant blocks of Free Route Airspace where airspace reservations are managed in accordance with A-FUA principles. Free Route may be deployed both through the use of Direct Routing Airspace and through Free Routing Airspace (FRA). This Essential Operational Change also applies to Optimised ATM Network Services.


Advanced RNP (A-RNP) supports the enhancements of route structures, allowing spacing between routes to be

reduced where required, with corresponding requirements on airborne navigation and ground systems capabilities

33.

Performance: A-RNP enables advanced strategic and tactical routing capabilities in en-route sectors, such as

spaced parallel routes, fixed radius transitions and tactical parallel offset, as well as the execution of more predictable aircraft behaviour. These capabilities provide benefits particularly for Direct Routing Airspace (DRA) and Free Routing Airspace (FRA). TMA benefits are already covered by PCP. With A-RNP, the capacity of the airspace is potentially increased providing fuel efficiency gains due to better vertical profiles and reduced flight time variability. An expected positive impact on ATCO productivity from more predictable aircraft behaviour should improve cost efficiency. An assessment of the impact on military performance shows the solution to be positive for Area Control Centres (ACCs) in terms of mission effectiveness and flexibility. Military flights accommodated within the airspace where A-RNP is implemented will require adequate levels of equipage. Conventional support will be needed for non-PBN aircraft.

AMAN/DMAN Integration Including Multiple Airports: enables the system to provide support to the coordination

of departure (through manual adjustment of the departure sequence) and arrival traffic flows into and out of multiple airports in the same vicinity to enable smooth delivery to the runways and en-route phase of flight respectively.

Performance: These capabilities, through a better co-ordination between Approach and Tower controllers,

improve the predictability of the Off Block Time (OBT) and increases airport and TMA throughput. By optimising the departure and arrival flows overall airport delay (arrivals and departures) is reduced, enabling fuel savings.

33

It should be noted that a regulation is currently being developed by EASA in accordance with Rulemaking task RMT.0639 - Performance Based Navigation (PBN) implementation in the European Air Traffic Management Network (EATMN) and the resulting regulation may potentially impact the deployment of Advanced RNP as described.



This Operational change may not lead to any gains or positive results at TMAs and aerodromes with minimum delays and holdings.

Trajectory Based Tools supports ATC separation management by the deployment of different ATC tools and

procedures, such as Monitoring Aid (MONA), Advanced Tactical Controller Tools and “what-if” capabilities using enhanced trajectory data e.g. EPP (Extended Projected Profile) and trajectory de-confliction tools for Multi Sector Planner (MSP).

Performance: The increase in automation support facilitates tactical coordination, increases ATCO productivity

and therefore would allow for an increase of en-route and TMA capacity. Routine tasks, including conformance monitoring, would become fully automated; ATCOs would thus be allowed to concentrate on tasks where human cognitive skills have added value. Where some of the mentioned ATC tools have already been implemented, harmonisation and generalisation of their operational use might bring additional gain.

Sector Team Operations sees the emergence of a new organisational model for controller team(s) new roles and

new operating procedures.

Performance: This new approach is expected to facilitate intra/inter centre coordination and result in a more

efficient management of ATCO productivity. This has the knock-on effect of substantial increases to en-route capacity, depending on the airspace, ANSP etc. Expected fuel efficiency and flight duration variability gains are related to flight execution within sectors where deviations and additional coordination are not needed.

Furthermore, a number of additional solutions are reaching maturity level for deployment. Even if they do not comply today with the requirements to be qualified as essential operational changes, they are worth being considered for deployment at local level:

Airborne Separation Assistance System (ASAS) spacing addresses the maintenance of the required time

spacing with a designated target aircraft which is flying either the same route or direct to a merge point during the arrival and approach phases of flight

Controlled Time of Arrival (CTA) is expected to increase predictability and TMA capacity as a result of fewer

tactical interventions in this phase of flight. The fuel efficiency and en-route capacity benefits are still to be validated pending ground system capability.

Enhanced Safety Nets enhances the ground based Safety Net (Short Term Conflict Alert (STCA)) by the use of

Aircraft Derived Data (ADD). It also addresses the optimisation of Safety Nets for specific TMA operations.

R&D Activities


Flight and Flow Centric ATC sees the provision of ground-based automated support for managing separation

provision across several sectors in order to enable larger sectors to be used. Instead of managing the entire traffic within a given sector, with this solution, they are responsible for a certain number of aircraft throughout their flight segment within a larger airspace, or along flows of traffic.

High Productivity Controller Team Organisation sees the extension of the Sector Team Operations solution

beyond team structures of 1 Planning and 2 Tactical both in en-route and TMA in order to optimise flight profiles, minimise delays, increase ANSP cost efficiencies while taking into account intrinsic uncertainty in the trajectory.

Collaborative Control refers to coordination by exception rather than coordination by procedure and is facilitated

by advanced controller tools, supporting reduced need for coordination agreements, fewer boundary constraints and the ability to combine sectors into Multi-Sector Planner teams.

Improved Performance in the Provision of Separation aims to improve the separation (tactical layer) in the

en-route and TMA operational environments through improved ground trajectory prediction. This is achieved using existing information on lateral and vertical clearances that are known by the ground system, airborne information and data derived from meteorological services.

Advanced Separation Management aims to further improve the quality of services of separation management in

the en-route and TMA operational environments by introducing automation mechanisms.

IFR RPAS Integration provides the technical capability or procedural means to allow RPAS to comply with ATC

instructions.

Dynamic and Enhanced Routes and Airspace brings together vertical and lateral profile issues in both the

en-route and TMA phases of flight, with a view to creating an end-to-end optimised profile and ensuring transition between free route and fixed route airspace.

Enhanced Rotorcraft and GA operation in the TMA further develops the Simultaneous Non Interfering (SNI)

concept of operations for rotorcraft (RC) and General Aviation (GA) to enable RC and GA to operate to and from



airports without conflicting with fixed-wing traffic or requiring runway slots.

Ad Hoc Delegation of Separation to Flight Deck refers to In Trail Follow (ITF) procedures that allow climbs and

descents with reduced longitudinal separation minima and In Trail Merge (ITM) procedures that enable horizontal merging with reduced procedural separation minima.

Enhanced Airborne Collision Avoidance for Commercial Air Transport normal operations - ACAS Xa refers

to the use of ACAS Xa, an airborne collision avoidance system, which takes advantage of optimised resolution advisories and of additional surveillance data, without changing the cockpit interface (same alerts and presentation).

Use of Arrival and Departure Management Information for Traffic Optimisation within the TMA sees TMA

traffic managed in near real-time, taking advantage of predicted demand information provided by arrival and departure management systems from one to multiple airports. This allows the identification and resolution of complex interacting traffic flows in the TMA and on the runway, through the use of AMAN and DMAN flow adjustments and ground holdings.

Airborne Spacing Flight Deck Interval Management refers to new ASAS Spacing Interval Management

Sequencing & Merging (ASPA IM S&M) manoeuvres encompassing the potential use of lateral manoeuvres and involving more complex geometries where a designated target aircraft may not be flying direct to the merge point.

Generic (non-geographical) Controller Validations refer to the development of advanced tools and concepts

that will help to remove the constraints imposing to a Controller to be qualified for controlling a single volume of airspace. This approach would allow a Controller to operate in any airspace classified as a particular type.

Additional R&D activities will cover the following:

Approach Improvement through Assisted Visual Separation refers to Cockpit Display of Traffic Information

(CDTI) assisted visual separation (CAVS) and CDTI assisted pilot procedure (CAPP) applications that enable aircraft to separate each other visually in marginal visual conditions (CAVS) and facilitates transitions from IFR operations to CAVS (CAPP).

Extended Arrival Management with overlapping AMAN operations and interaction with DCB integrates,

enabled by SWIM infrastructure, information from multiple arrival management systems operating out to extended range into en-route sectors with local traffic/sector information and balances the needs of each.

Management of Performance Based Free Routing in lower airspace sees the application of Free Routing

Airspace (FRA) for airspace users beyond the PCP expectations, improving predictability, efficiency and flexibility for a wider range of different airspace users.

Enhanced ground-based safety nets adapted to future operations adapts ground-based safety nets for

SESAR future trajectory management and new separation modes through the use of wider information sharing.

Airborne Collision Avoidance for Remotely-Piloted Aircraft Systems – ACAS Xu provides Airborne Collision

Avoidance to RPAS building on optimised resolution advisories and additional surveillance data, but taking into account the operational specificities of RPAS.

ACAS for Commercial Air Transport specific operations– ACAS Xo improves Airborne Collision Avoidance

building on optimised resolution advisories and of additional surveillance data while avoiding unnecessary triggering of RAs (Resolution Advisories) in new separation modes e.g. ASAS, in particular if lower separation minima are considered.

Airborne Collision Avoidance for General Aviation and Rotorcraft – ACAS Xp provides Airborne Collision

Avoidance to GA/RC, taking into account the limited capability of GA to carry equipment and its operational specificities.

Europe sees benefits of high altitude approach procedures

In 2014, a new and more efficient arrival solution at a high altitude was put in place at Paris-Charles de Gaulle airport for integrating inbound flights using a Point Merge system.

The solution is built around a merge point located approximately 40 NM from the airport. In case of high density of traffic, the air traffic controller instructs the pilot to fly on a concentric arc until the aircraft is authorised to join the merge point when the sequencing is the most efficient, and to continue its descent path. Without holding pattern, the flight is placed in a direct descent trajectory.

Using existing ground and airborne equipment, SESAR validations showed that the solution enabled the management of more flights simultaneously while in continuous descent, even during heavy traffic periods, thereby offering a more competitive and better quality of service



4.3.3 Key Feature - High Performing Airport Operations


The implementation of initial Airport Collaborative Decision Making (A-CDM);

The deployment of A-SMGCS level 1 and level 2: initial airport safety nets alerts the ATCO in case of Runway Incursion or Intrusion into Restricted Areas, etc;

AGDL Implementing Rule;

Crosswind Reduced Separations for Arrivals: ATM procedures that enable ATC controllers to reduce separations under defined crosswind conditions;

Operations in Low Visibility Conditions (LVC) based on enhanced ATC procedures and/or navigation systems, either through the usage of enhanced Instrument Landing Systems (ILS) or Microwave Landing Systems (MLS).



Time-Based Separation (TBS) for Final Approach involves the application of time-based wake turbulence radar

separation rules on final approach for consistent time spacing between arriving aircraft. With TBS, runway approach capacity can be maintained independently of any headwind component. The final approach controller and the tower runway controller are provided with the necessary TBS tool support to enable consistent and accurate delivery to the TBS rules on final approach;

Automated Assistance to Controller for Surface Movement Planning and Routing provides the controller with

the most suitable taxi route calculated by minimising the delay according to planning, ground rules, and potential conflicting situations with other mobiles;

Airport Safety Nets detect conflicting ATC clearances during runway operations, and non-conformance to

procedures or clearances for traffic on runways, taxiways and in the apron/stand/gate area. Appropriate alerts are provided to controllers. Airport Safety Nets tools alert ATCOs when aircraft and vehicles deviate from ATC instructions, procedures or route.

Departure Management Synchronised with Pre-departure sequencing delivers an optimal traffic flow to the

runway by incorporating accurate taxi time forecasts into route planning so that Target Start-up Approval Times (TSAT) or off-block approved times can be calculated. Pre-departure sequences (TSAT sequence) are established by Tower Clearance Delivery Controllers, who follow TSAT-windows when issuing start-up approval;

Departure Management integrating Surface Management Constraints supports departure management

optimising the departure sequence according to real traffic situation reflecting any change off-gate or during taxi to the runway. It takes into consideration route planning and route monitoring information, especially taxi time updates while taxiing for Target Take-Off Time (TTOT) and TSAT updates;

Initial Airport Operating Plan (AOP) is single, common and collaboratively agreed rolling plan available to all

airport stakeholders whose purpose is to provide common situational awareness and to form the basis upon which stakeholder decisions relating to process optimisation can be made. As part of the PCP, an initial AOP is integrated with the Network Operational Plan (NOP).


Low Visibility Procedures (LVPs) using GBAS improves Low Visibility Operations by using GBAS (Ground

Based Augmentation System) Cat II/III based on GPS L1.

Performance: With its introduction, technology cost efficiency is expected to improve, while noise abatement

benefits are also expected. Military performance is assessed as having positive impact for access and equity for airspace users, neutral for ATC and positive for interoperability for both the airspace users and ATC at airbases. The priority for military is to rely on ILS for LVPs.



Collaborative Airport interfaces the landside with the ATM Network. In this framework, airport operations

planning, monitoring, management and post-operations analysis tools and processes are built into the AOP and A-CDM for normal, adverse and/or exceptional operating conditions. These processes are fully compatible with the NOP and based on SWIM services.

Performance: Expected direct benefits are better performance due to better predictability of airport operations

and significant resilience benefits through better management of forecasted or unexpected capacity shortfalls. It also supports other solutions through the improvement of data accuracy, improved situational awareness and collaborative decision making processes throughout the ATM cycle. The military performance impact is assessed as having a positive impact for both security and interoperability for ATC at airbases.

Integrated Surface Management provides guidance assistance to vehicles (display of dynamic traffic context

information) and to the Flight Crew by means of Taxiway Lighting, an element of the Airfield Ground Lighting (AGL) Operational Service providing safe longitudinal spacing between mobiles on the aerodrome surface in all weather conditions. The corresponding assistance to controller for surface movement planning and routing is automated.

Performance: Fuel efficiency and predictability can be significantly improved by the use of Airfield Ground

Lighting (AGL) and the corresponding procedure “Follow-the-Greens”, which allows speed control to minimise holding of mobiles at intersections and to follow the correct route. This will lead to a reduction of speed changes, less numbers of stops and re-starts during taxi and to a smooth traffic flow, resulting in less fuel burn, reduced environmental impact (noise and particulates) and less taxi-out time variability. Follow-the-Greens reduces controller and flight crew workload while situational awareness is greatly improved. Therefore it contributes largely to surface traffic safety. Military performance impact is assessed as having positive impact for access and equity for the AU and positive for interoperability for both the AU and ATC at airbases.

Integrated Surface Management DL includes the datalink information exchange between Flight Crew and

Controllers and also between Vehicle Drivers and Tower Controllers, and improved display on board of the airport layout, own aircraft position, route and taxi clearances), resulting in an enhanced situational awareness for ATCOs, aircrafts and vehicle drivers. Enhanced surface management by DL communications of clearances with mobiles is likely to be an airport decision (subject to local CBA).

Performance: Minor Fuel efficiency gain as taxi times are expected to be reduced due to the improved taxiing

phase management, which, by means of D-TAXI Service, could be performed in a more expeditious way without losing time. Operational change dates have been postponed due to DL technical issues. The military performance impact is assessed as having positive impact to interoperability.


Airport Safety Nets Vehicles: The Airport Safety Nets, Vehicles increase situational awareness during airport

surface operations by vehicle systems which detect potential and actual risk of collision with aircraft and infringement of restricted or closed areas. The Vehicle Driver is provided with the appropriate alert.

Approach and Departure Separations: The Approach and Departure Separation Operational Change improves

wake turbulence separation during take-off and final approach based on weather conditions, aircraft characteristics and required surveillance performance. This Operational Change will also detect Wake turbulence using either direct measurements from ground at critical locations or prediction/detection of wake conducted directly on-board.

Enhanced Airport Safety Nets on board systems are enhanced to detect potential and actual risk of collision with

other traffic during runway operations, non-compliance with airport configuration (e.g. closed runway, non-compliant taxiway, restricted areas), as well as non-conformance to procedures or ATC clearances. In all cases the flight crew are provided with appropriate alerts. The on-board system (or uplinked from the controller alerting system) provides the Flight Crew with the appropriate alert.

Ground Situational Awareness: Ground Controller Situational Awareness in all Weather Conditions is further

enhanced with the use of ADS-B (Automatic Dependent Surveillance-Broadcast) applications which improve the locating of the traffic within the controller sector.

Remote Tower: Remotely-provided Air Traffic Services for multiple aerodromes is provided by a single

ATCO/AFISO (Aerodrome Flight Information Service Officer) from a remote location, i.e. not from a control tower local to any of the aerodromes, improving access to distant sites. The ATCO (or AFISO) in this facility performs the remote ATS for the concerned aerodromes. Remotely provided Air Traffic services are reallocated to a remote contingency facility as a contingency solution when the local Tower (out-of-the window location) is not available.



R&D Activities


Wake Turbulence Separations Optimisation is based on downlinked Dynamic Aircraft Characteristics. The

downlinked information from aircraft for optimising runway delivery will be used in order to predict wake vortex and determine appropriate wake-vortex minima dynamically;

Enhanced arrival procedures are based on satellite navigation and augmentation such as GBAS and SBAS

capabilities and foresee glide slope increase and touchdown shift. By doing so, noise is reduced while ROT is optimised. The solution also reduces the need for separation for wake vortex avoidance;

Independent Rotorcraft (RC) operations at the airport refer to RC specific approach procedures and Satellite

Based Augmentation Systems (SBAS)-based Point-in Space (PinS), which aim to improve access into secondary airports in Low Visibility Conditions (LVC);

Traffic optimisation on single and multiple runway airports provides tower and approach controllers with

system support to optimise runway operations, and make the best use of minimum separations, runway occupancy, runway capacity and airport capacity;

Traffic alerts for pilots for airport operations: On board systems are enhanced to detect potential and actual risk

of collision with other traffic during runway operations, non compliance with airport configuration (e.g. closed runway, non compliant taxiway, restricted areas), as well as non conformance to procedures or ATC clearances. In all cases the flight crew are provided with appropriate alerts. Pilots are provided with the appropriate alerts in case of risk of runway excursion (take off and landing);

Enhanced Airport Safety Nets for Controllers detect potential and actual conflicting situations, incursions and

non-conformance to procedures or ATC clearances, involving mobiles (and stationary traffic) on runways, taxiways and in the apron/stand/gate area as well as unauthorised/unidentified traffic. Controllers are provided in all cases with the appropriate alerts;

Surface operations by RPAS facilitate the operation of RPAS at airports and their integration into an environment

which is dominated by manned aviation. To the maximum extent possible, RPAS will have to comply with the existing rules and regulations;

Enhanced Collaborative Airport Performance Management sees the AOP being fully integrated within the NOP,

moving towards a total Airport DCB process through, among other things, a proactive assessment of the available total airport capacity including terminal, stand, manoeuvring area, taxiway and runway capacities, given the prevailing and/or forecast weather and other operational conditions.

Additional activities will address the following:

Enhanced Collaborative Airport Performance Planning and Monitoring extends the airport performance

process monitoring to the airport landside and ground access processes that may have an impact on the airside operations in both planning and execution timeframes. It sees the development of rationalised dashboard(s) fed with all landside and airside leading key performance indicators covering Total Airport Management processes.

Enhanced Guidance Assistance to Aircraft and Vehicles on the Airport Surface combined with Routing

sees the extension of the Advanced Surfafce Movement Guidance & Control System (A-SMGCS) routing function to avoid potential traffic conflicts, an improved use of AMAN and DMAN information and the integration with Total Airport Management procedures.

Enhanced Visual Operations covers Enhanced Vision System (EVS) and Synthetic Vision System (SVS) which

will be developed to enable more efficient taxi, take-off and landing operations in low visibility conditions. This is applicable to all platforms and, even if main airline platforms have auto-land capabilities to facilitate approaches in low visibility conditions, they have no capabilities to facilitate taxi and take-off in order to maintain airport capacity.

Enhanced Terminal Area for efficient curved operations refers to curved segment approaches as close to the

runway as possible to optimise procedures in terms of fuel consumption or noise abatement

Safety support tools for runway excursions provides controllers are/or pilots with the appropriate alerts in case

of risk of runway excursion (take-off and landing).

Enhanced Runway Conditions Awareness improves the safety and situational awareness through the prediction

of degradation of runway conditions taking into account different data in order to improve the quality of Runway Occupancy Time (ROT) prediction. ROT prediction will be fed to AMAN/DMAN and Surface Management tools.

Remotely-provided Air Traffic Services from a remote tower centre with a flexible allocation of aerodromes to Remote Tower Modules will enable the provision of Remote Tower Services (RTS) to a large number of

airports with a flexible and dynamic allocation of airports connected to different Remote Tower Modules (RTM) over



time.

Improved access into secondary airports in low visibility conditions will be possible thanks to the introduction

of new airborne capabilities, such as RNP and Global Navigation Satellite System (GNSS)-based landing systems.

Enhanced navigation and accuracy in low visibility conditions (LVC) on the airport surface refers to

improved accuracy of aircraft navigation during both take-off/landing operations, as well as improved accuracy for surface movement navigation and service vehicle positioning (using GBAS or SBAS corrections).

Remote Tower Services no longer a remote dream

Small or local airports are life-lines to local and regional economies, generating mobility of goods, services and people. But keeping these airports open with air traffic services is a challenge given the costs involved in running them compared to the number of flights they handle. SESAR’s Remote Tower Services offers new possibilities for places where it is too expensive to build, maintain and staff conventional tower facilities and services, or at airports where such services are currently unavailable.

Using high-definition video cameras together with supporting zoom and infrared cameras, panoramic high resolution screens give traffic controllers a 360-degree view of an airport, allowing them to remotely provide air traffic and aeronautical flight information services in real time. Like at onsite manned control towers, controllers at their remote workstations have access to information from supplementary sensors and controller tools to ensure that flights take off and land safely and smoothly.

Validation exercises in Norway, Sweden and Germany have shown that Remote Tower Air Traffic Services are safe and cost-effective, enabling smaller airports to ensure a continuity of operations and provide services on-demand at single airports. In 2014, the world’s first Remote Tower Services in Sundsvall was opened for business, serving Örnsköldsvik airport over 150 km away. Something that began as an idea and a vision of a paradigm shift in air traffic control almost ten years ago has now been realised through close cooperation between SESAR members.

Time Based Separation

Today aircraft making their final approach to land are obliged to maintain minimum distances. These distances are fixed whatever the wind conditions. When keeping to these distances in strong headwinds, longer gaps of time develop between aircraft.

This means fewer flights landing per hour, leading to delays and increased holding at busy times, which in the end results in increased fuel burn and reduced airport capacity. SESAR’s Time Based Separation (TBS) replaces current distance separations with time intervals in order to adapt to weather conditions. SESAR validations have demonstrated that TBS allows up to five more aircraft to land in an hour in strong wind conditions, while reducing holding times by up to 10 minutes.

Thanks to TBS, we are seeing increased safety, fewer delays and improved environmental performance. The solution has already seen an early implementation at Heathrow Airport while synchronised deployment of TBS for final approach to 16 airports is foreseen by 2024.



4.3.4 Key Feature - Enabling Aviation Infrastructure


IP Network: The Pan-European Network Service (PENS) provides a common IP-based network service across the

European region;

B2B Services: services such as the Network Manager B2B (Business-to-Business) services;

Information Reference and Exchange Models: system wide approach to Information Management and

exchanges;

Air/Ground (A/G) Datalink: VDL2 supporting continental ATC services;

ADS-B, Wide Area Multilateration: additional sources of surveillance enabling rationalisation;

GNSS, GBAS: additional means of navigation enabling rationalisation.



Common infrastructure components consist of:

SWIM Registry, which is be used for publication and identification of information regarding SWIM service consumers and providers, the logical information model, SWIM enabled services, business, technical, and policy information;

Public Key Infrastructure (PKI), which shall be used for signing, emitting and maintaining certificates and revocation lists; The PKI ensures that information can be securely transferred; All the services described below should be compliant with the applicable version of Aeronautical Information Reference Model (AIRM), the AIRM Foundation Material and the Information Service Reference Model (ISRM) Foundation Material.

SWIM Technical Infrastructure and Profiles: Blue profile (for exchanging flight information between ATC centres

and between ATC and the Network manager) and Yellow profile (for exchanging any other ATM data e.g. aeronautical, airport, meteorological).

Aeronautical information exchange will be possible through the implementation of the SWIM Technical

Infrastructure. Services will include notifications related to Airspace Reservation (ARES), Airspace Use Plans (AUP, UUP) — ASM level 1, 2 and 3; and D-NOTAM.

Meteorological information exchange sees the implementation of services to support airport landside operations,

en-route/approach ATC processes and network management.

Cooperative network exchange sees the implementation of SWIM services such as: Airport capacity; NOP/AOP

synchronisation; regulations and slots; Short Term ATFCM Measures (STAMs); ATFCM congestion points; restrictions; airspace structure, availability and utilisation; network and en-route approach operation plans.

Flight information exchange sees the implementation of services to support the pre-tactical and tactical phases

by ATC systems and Network Manager. Services will support various related to the Flight Object, which includes the flight script composed of the ATC constraints and the 4D trajectory, flight plans, flight performance data, flight status.

Initial Trajectory Information Sharing (i4D) sees the improved use of target times and trajectory information,

including where available the use of on-board 4D trajectory data by the ground ATC system and Network Manager Systems, implying fewer tactical interventions and improved de-confliction situation.


CNS rationalisation will lead to network optimisation, following the implementation of new functionalities and/or

technologies that support higher performance and efficiency (in terms of cost, spectrum, etc.). Impact assessments will be made as soon as the new technologies are mature so that old technologies and systems can be replaced/restructured.

Performance: Cost efficiency gains are expected due to the rationalisation of the existing infrastructures. The

military performance impact is assessed as having a positive impact for all KPAs. Military infrastructure and systems can also contribute to CNS rationalisation leading to a more resilient and seamless European Air Traffic Management Network introducing economies of scale.



Information Sharing & Business Trajectory the initial Reference Business Trajectory (iRBT) will include all initial

Shared Business Trajectory (iSBT) information and will contain, among other information, target times over/arrival (TTO/TTA).

Performance: Capacity gains in both en-route and TMA airspace come from improved network planning and

better airspace management. The Operational Change will improve the flight predictability, facilitating more efficient business trajectories which would require less planning and tactical interventions with the consequent gains in airspace capacity (en-route and TMA) and ATCO productivity. The fuel efficiency gain is coming from increase of capacity which gives a reduction of the delay and therefore reduces the number of re-routings. Military performance impact, when flying a business trajectory, is assessed as having a positive impact for mission effectiveness, airspace efficiency and flexibility for both ATC and AU in the ACC and TMA. Information sharing is a critical element of military operations integration /facilitation in SESAR. It is of upmost importance that interoperability and security solutions are available to enable the appropriate level of data sharing between SWIM and military units/systems including the aircraft segment.

Mission Trajectory Mission trajectories will share the same flight information as business trajectories. The initial

Shared Mission Trajectory (iSMT) will be part of CDM process, published using NOP with all required data including the allocation of target times. The iSMT will be exchanged with ATC using the improved Flight Plan. The Initial Reference Mission Trajectory (iRMT) will be the partial implementation of the Mission Trajectory, which is the reference used by all ATM partners during the flight execution for flights using ARES airspaces.

Performance: This Operational Change is expected to improve the flight predictability, facilitating more efficient

Mission trajectories which would require less planning and tactical interventions with the consequent gains in airspace capacity (en-route and TMA) and ATCO productivity. Military performance impact is assessed as having positive impact for the AU for all indicators: capacity, cost effectiveness, mission effectiveness, airspace efficiency, flexibility, access and equity, security and interoperability in the ACCs. ATC is assessed as positive for mission effectiveness, airspace efficiency, flexibility, access and equity and interoperability. In the TMA ATC is assessed positive for mission effectiveness, airspace efficiency, flexibility and access and equity.


Digital Integrated Briefing relates to system improvements for pilot briefing info on the ground (including at gate)

in digital format The digitally enhanced briefing, integrating Aeronautical Information Service (AIS), METEO and other relevant information (ATFCM, FUA (Flexible Use of Airspace)), is presented in an interactive manner and is also accessible on board of the aircraft.

R&D Activities


Integration of trajectory management processes in planning and execution refers to the management,

negotiation and sharing of the SBT/SMT, as well as the management, updating, revision and sharing of the RBT/RMT, and finally the transition from the SBT/SMT to the RBT/RMT.

Performance-Based Trajectory Prediction refers to data exchange between air and ground and the use of other

sources in order to support all advanced operational processes required in SESAR 2020. The solution looks at how the trajectory predictions for ATC, FOC and NM can be improved taking into account all possible data sources (legacy or not).

Mission Trajectories (MTs) will be integrated in Trajectory Based Operations (TBO) environment throughout all

phases of trajectory planning and execution (SMT/RMT). Mission Trajectory will be subject to trajectory management processes and contain 4D targets and ATM constraints.

Management and sharing of data used in trajectory (AIM, METEO) will allow greater flexibility to meet the full

4D trajectory management requirements and is expected to come with further proposals on operational, technical and institutional aspects how aeronautical data should identified and exchanged.

Work Station, Service Interface Definition & Virtual Centre Concept will provide an operating environment in

which different Air Traffic Service Units, even across different ANSPs, will appear as a single unit and will be subject to operational and technical interoperability.

SWIM-TI Purple Profile for Air/Ground (A/G) Advisory Information Sharing supports ATM operational

improvements that depend on A/G information exchanges to enable better situational awareness and collaborative decision making.



Airborne Detect and Avoid (D&A) Systems supporting integrated RPAS enable RPAS to replicate the human

ability to see and avoid. It is essential to have this capability as it is one of the cornerstones of aviation called “rules of the air” in which the pilot is ultimately responsible for the safety of the flight.

CNS environment evolution, CNS avionics integration, CNS ground segment integration will be possible

thanks to common system/infrastructure capabilities for both ground and airborne segments:

Future Communications Infrastructure (FCI) Terrestrial Datalink, which includes L-Band Digital

Aeronautical Communications System (L-DACS) and digital voice.

Future Satellite Communications Datalink, which includes satellite communications (SAT Comm) /

(European Space Agency (ESA) Iris.

GA/RC Specific Communication Systems refers to the development of future communication enablers that

are very specific to GA/RC needs and to enable their integration into the ATM datalink environment and to benefit from the datalink applications.

GBAS sees the finalisation of the development of GBAS CAT III L1 (GBAS Approach Service Type (GAST)-D)

to enable potential benefits and the advantages from the GBAS technology (that is already in use down to CAT I operational/weather conditions) down to CAT II/III minima.

Multi Constellation/Multi Frequency (MC/MF) GNSS refers to standardisation developments for

multi-constellation GNSS.

Alternative Position, Navigation and Timing (A-PNT) covers DME (Distance Measuring Equipment)/IRS

(Inertial Reference System) hybridisation, Multilateration, L-DACS, Mode N.

GA/RC Specific Navigation Systems refers to the development of future navigation enablers that are very

specific to GA/RC needs and to enable their integration into performance based airspace.

GA/RC Specific Surveillance Systems refers to the development of future surveillance enablers that are

very specific to GA/RC needs and to enable their integration into performance based airspace.

Additional R&D activities will address the following:

GA/RC Specific Information Management Systems refers to functions that are normally expected from a FOC

but given for the specificities of GA/RC operations do not normally have support from an operations centre.

Other solutions envisaged in the CNS domain include:

FCI Network Technologies covers voices solution and military interfacing;

Development of new services similar to Flight Information System-Broadcast (FIS-B) to support Automatic Dependent Surveillance, such as broadcast (ADS-B) solutions for General Aviation;

Completion of AeroMACS development;

Surveillance Performance Monitoring, notably for new surveillance systems Wide Area Multilateration

(WAM), Multi-Static Primary Surveillance Radar (MSPSR), Integrated CNS (ICNS), space-based ADS-B;

New use and evolution of Cooperative and Non-Cooperative Surveillance for ATM and A-SMGCS

purposes.

Workstation, Controller Productivity sees the development of new Human Machine Interface (HMI) interaction

modes in relation with other SESAR solutions (including new user interface technologies such as speech recognition, multi-touch, gaze detection).

In the SWIM area, other solutions include:

SWIM-TI Purple Profile for Air/Ground Safety-Critical Information Sharing will allows for the distribution of

safety-critical information through A/G SWIM infrastructure and ATN/IPS (Aeronautical Telecommunications Network / Internet Protocol Suite) networking, rather than legacy point-to-point contracted services.

SWIM-TI Federated Identity Management allows for shareable functions between several users and by other

SWIM-TI functions from various SWIM profiles.

SWIM-TI Common Runtime Registry: sees the definition of the interfaces for publication, lookup, management

and network of registries as well as the definition of non-functional requirements.

SWIM-TI Green Profile for G/G (Ground/Ground) Civil-Military Information Sharing ensures that protocols and

data models used in military systems can be interfaced with SWIM with the adequate quality of service levels maintained.



First implementation of SWIM-enabled service

System Wide Information Management (SWIM) enables seamless information data access and interchange between all providers and users and providers of ATM information data and services. 2014 saw the implementation of Europe’s first SWIM-enabled service for arrival management at London Heathrow, as part of the Cross Border Arrival Management (XMAN) trial.

The trial demonstrated that the use of SWIM concepts and technologies can have tangible benefits in terms of reduced development costs and a potential for new services through open information exchange between partners. The Heathrow XMAN service has also been used as part of a SESAR 1 validation exercise for extended arrival management (E-AMAN), which will be deployed across Europe by 2024 in accordance with Commission Implementing Regulation (EU) No 716/2014 of 27 June 2014 on the establishment of the Pilot Common Project.

4.4 Safety Nets

Safety Nets are considered as important within the ATM system as they play an essential role in the mitigation of safety occurrences. The following Safety Nets Operational Changes have been identified for the next deployment wave:

Airport Safety Nets Vehicles increases situational awareness during airport surface operations by vehicle systems which detect potential and actual risk of collision with aircraft and infringement of restricted or closed areas. The Vehicle Driver is provided with the appropriate alert.

Enhanced Airport Safety Nets increase situational awareness during airport surface operations through on-board and tower systems, allowing operations in low visibility conditions. The on-board system detects potential and actual risk of collision with other traffic during runway operations and provides the Flight Crew with the appropriate alert.

Enhanced Safety Nets enhance the ground based Safety Net (Short Term Conflict Alert (STCA)), by the use of Aircraft Derived Data (ADD). It also addresses the optimisation of Safety Nets for specific TMA operations.

New generation of airport safety nets ready for deployment

With increased air traffic to and from Europe, airports are faced with the challenge of more ground operations and surface traffic moving across runways, taxiways and aprons. SESAR Airport Safety Nets are tools to detect and provide alerts for safety critical issues (e.g. risk of collision, route deviations, etc.) on the airport surface, and include Runway Status Lights, Conflicting Air Traffic Control Clearance detection, Conformance Monitoring Alerts for Controllers, Alerts for Pilots and Alerts for vehicle drivers.

SESAR validations show that these tools:

Provide more accurate information on timing and identification of vehicles and aircraft in the ground area.

Notify air traffic controllers of the potential runway incursions or area intrusions, and show the real position of vehicles and aircraft in the manoeuvring area.

Improve routing calculations and tower supervisor decision-making

Complement already deployed alerts

SESAR Airport Safety Nets are planned for synchronised deployment by a total of 24 airports in Europe by 2021, in accordance with Commission Implementing Regulation (EU) No 716/2014 of 27 June 2014 on the establishment of the Pilot Common Project



4.5 Remotely-Piloted Aircraft Systems

The emerging technology of Remotely-Piloted Aircraft Systems (RPAS), formerly mostly operated by military agencies, is increasingly being used to provide non-military aviation services (commercial, non-commercial or governmental non-military) and is expected to boost industrial competitiveness, promote entrepreneurship and create new businesses in order to generate growth.

RPAS themselves comprise multiple-systems with a great variety of equipment and payloads. Beyond the RPAS manufacturers and system integrators, the RPAS industry also includes a broad supply chain providing a large range of enabling technologies (flight control, communication, energy, sensors, telemetry, etc.). The development of RPAS technologies is also likely to create spinoffs with a potential impact on manned aviation increasing safety and efficiency, and reducing environmental impact.

One basic principle underpinning the integration of RPAS, in alignment with ICAO principles, is that RPAS have to be treated in a similar manner to manned aircraft while duly considering the specific character of remote manned operations. RPAS operations have to be compliant with aviation regulations, and their integration into the ATM system should not impact on the current airspace user operations and levels of safety. Thus, RPAS behaviour should be equivalent to manned aviation and should comply with Communications, Navigation and Surveillance requirements applicable to the class of airspace within which they are intended to operate. They should also comply with the evolutions in ATM operational concepts currently being researched in the SESAR project, for example the trajectory management concept, as they are deployed.

One of the principal objectives of the aviation regulatory framework is to achieve and maintain the highest possible, and uniform, level of safety. RPAS shall be designed, manufactured, operated and maintained in such a manner that the risk to people on the ground and other airspace users is at an acceptable level. Achieving the full integration of all types of RPAS requires the development of appropriate aviation regulations. Across the States of Europe, the current levels of maturity, regulation, standardisation and technology are different and need to evolve in a parallel and fully harmonised manner.

The full potential of RPAS can only be realised if these aircraft become integral part of the aviation system. This will require close coordination

34,35 between the R&D actions and the regulatory framework, so that newly

validated technologies can be seamlessly translated into the required legal instruments, industry standards or guidance material. The European Commission will ensure this close coordination and is working towards a strong regulatory framework that will enable drone operations in the EU as from 2016.

36 The RPAS research

activities stem from a specific analysis of the RPAS needs. Technological gaps were identified in 6 areas:

Detect & Avoid systems and operational procedures;

Data communication links, including spectrum issues;

Surface operations including take-off and landing and integration into ATM and Airspace environments;

Contingency;

Human factors; and

Security issues.

Since not all key technologies required for RPAS to fly in non-segregated airspace are currently mature and standardised, the RPAS integration in all types of airspace will be gradual and will evolve as technology, regulation and societal acceptance progress. For this reason it is difficult to address all of the issues

34

Chaired by the European Commission, the steering group consists of European Aviation Safety Agency (EASA), SESAR Joint Undertaking (SJU), EUROCONTROL, Joint Authorities for Rulemaking on Unmanned Systems (JARUS), European Space Agency (ESA), European Defence Agency (EDA), EUROCAE, Association of European Research Establishments for Aeronautics (EREA), European Cockpit Association (ECA), Association of European Aerospace & Defence Manufacturers (ASD), UVS International 35

Communication from the Commission to the European Parliament and Council (COM2014-207) 36

The Commission builds on the Riga declaration on RPAS (drones): "Framing the future of aviation" Riga - 6 March 2015 to come to EU common rules.



simultaneously, and the EU RPAS Roadmap provides a prioritised timeline for achieving full integration. Early focus should be on achieving integration with IFR operations in Managed Airspace and for this research is also required into collision avoidance (“Detect and Avoid”), as well as into Command & Control (C

2) performance.

4.6 Mapping to Global Context

4.6.1 Harmonisation between SESAR and FAA NextGen

As two of the major aviation modernisation programmes in the world, NextGen and SESAR have a shared interest and responsibility in harmonisation as a means of ensuring global interoperability. The two programmes have common challenges and a similar conceptual and performance-driven approach. It is widely understood that systems will not be completely identical but interoperable at the standard level. SESAR and NextGen advocate a not-one-size-fits-all approach in both the U.S. and in Europe as well as at the ICAO level. This is globally accepted and the aim is to achieve the degree of harmonisation necessary to:

Ensure that aircraft can operate in all systems37

;

Ensure that common standards are available when needed and in time for both development and implementation planning;

Optimise development and implementation costs by the sharing of efforts and results.

The scope of what should be harmonised is derived from the agreed ICAO Global ATM Operational Concept developed by the complete aviation community and complemented with new requirements expressed by the ATM stakeholder communities, in particular airspace users.

The U.S.- EU Memorandum of Cooperation (MoC) on civil aviation research and specifically Annex 1 on SESAR - NextGen interoperability is the important vehicle for harmonisation between these two major modernisation programmes as results directly contribute to the development of global harmonisation initiatives under the umbrella of ICAO, the industry standardisation bodies of RTCA (Radio Technical Commission for Aeronautics) and EUROCAE (European Organisation for Civil Aviation Equipment), as well as with other relevant international standardisation organisations. The MoC as such also constitutes the collaborative framework under which the U.S. and the EU develop and establish joint or shared positions on standards and priorities in the ICAO work programme, while allowing other regions to share information and where possible participate in different domains of the MoC.

SESAR and NextGen programmes are aligned with and support the Global Air Navigation Plan (GANP) and the Aviation System Block Upgrades (ASBUs). The two programmes both impact and are impacted by the GANP in terms of ICAO priorities. Looking ahead the focus is to further align the two programme priorities supporting the further evolution of the GANP towards the 2016 update and more importantly the 2019 update of the GANP.

In terms of the current status and challenges addressed in the NextGen – SESAR interoperability cooperation they are further explained in the recently released State of Harmonisation Document. This document will be updated with the latest results of the SESAR project in time for the ICAO GANP 2016 update. The timeline for further releases of the State of Harmonisation Document will in broad terms follow the results of the collaboration and the update process of the Master Plan, NextGen Implementation Plan and the ICAO GANP.

37

Without requiring additional equipment



NextGen and SESAR collaborate

The U.S./EU joint harmonisation work ensures that modernisation and advances in air navigation systems worldwide can be made in a way that supports global cooperation, clear communication, seamless operations and optimally safe practices.

In 2014, the NextGen and SESAR published a joint State of Harmonisation Document, providing a high-level summary of the current state of progress towards achieving harmonisation and the necessary level of interoperability between the two programmes.

More concretely, the following areas of the EU – U.S. MoC Annex 1 SESAR – NextGen interoperability are of particular interest in terms of harmonisation towards global interoperability. High level frameworks have been established and should now be complemented with furthering agreements at a more detailed level e.g. harmonised planning and standards proposals towards Industry standardisation organisations and ICAO:

Transversal Activities

Creation of a common high level functional architecture.;

Alignment of the standardisation roadmaps towards ICAO GANP work Programme priorities;

A common framework for agreeing shared or joint positions in the ICAO work programme with involvement of other regions as agreed and requested;

Alignment between the NextGen Implementation Plan and the European Master Plan including the necessary elements for industrialisation and deployment including business cases, economic assessments and performance cases;

Integration of RPAS into the ATM system;

Creation of a cybersecurity framework in particular in the light of increased automation and the SWIM framework of sharing of information such as flight-plans, aeronautical information, weather information and performance data.

System Wide Information Management – SWIM

Agreements on a SWIM Concept of Operations already delivered to ICAO and which is now the baseline for the recently started Information Management Panel (IMP) in ICAO;

Agreement on data exchange and service models towards ICAO and global interoperability.

Trajectory Management

Agreement on Trajectory Based Operations (TBO) as the framework for flight planning and execution in a collaborative SWIM-enabled environment, directly related input to the work of the ICAO ATM Requirements and Performance Panel (ATMRPP) on FF-ICE (Flight and Flow Information of a Collaborative Environment).

CNS and Avionics

The development of a shared Avionics Roadmap for all airspace users - now to be updated with the results of the coordination;

A better understanding of data communications in terms of current and future needed applications and technology including physical links, networking protocols and services taking into account a foreseen multilink environment, software radios and flight management system capabilities interfacing with flight data processing systems capabilities;

Airborne Collision Avoidance Systems (ACAS) developments;

ADS (Automatic Dependent Surveillance) services and technologies harmonising development of ground surveillance applications based on ADS-B and the evolution of airborne ADS-B systems to meet the needs of both the ground surveillance applications and the ASAS applications;

Application of GNSS and the underlying navigation technologies and the avionics capabilities.

Collaborative projects

Collaborative demonstrations on Global SWIM and i4D trials.



4.6.2 Mapping SESAR changes to the ICAO Framework to enable interoperability

The ICAO framework is set through the Global Air Navigation Plan (Doc 9750), which comprises the “Aviation System Block Upgrades” (ASBU) initiative, developing a set of ATM solutions or upgrades that exploits current equipage, establishes a transition plan and enables global interoperability. ASBUs comprise a suite of modules organised into flexible and scalable building blocks where each module represents a specific, well bounded improvement. The ASBU initiative describes a way to apply the concepts defined in the ICAO Global Air Traffic Management Concept (Doc 9854) with the goal of implementing regional performance improvements leading to overall global performance.

For the development of the ASBUs, ICAO made use of the material provided by SESAR and NextGen. From a SESAR perspective, mapping ICAO's ASBU initiative is important to facilitate global interoperability and synchronisation where and when necessary. To support global interoperability it is necessary that the operational achievements in the Master plan are consistent with the elements in the ASBUs. The mapping between SESAR Operational Changes and ICAO's Blocks is provided in Annex A.

It should be noted that SESAR and NextGen through the U.S. – EU MoC on SESAR – NextGen interoperability were main contributors to the ICAO GANP/ASBU modules and continue to support ICAO through their latest results, shared and joint positions and close cooperation with other regions of the world.

4.7 Role of the human

4.7.1 Integrated view of the ATM system

Developing and realising the ideas included in the Master Plan will only be successful by recognising the Human actors as an integral part of the overall ATM system, and as the most critical source of its performance, safety and resilience. As in past and present operations, ATM performance will remain the result of a well-designed interaction between Human, procedural, technological, environmental, organisational, and other elements. Given the expected increase in capacity and complexity of European ATM, SESAR will only succeed when the design is understood from an overall system view. The nature and unique adaptability of Human performance will, according to the SESAR operational concept, enable the ATM system to react to variability in operational conditions and other non-standard situations. However, due to the increasing degree of automation support, the interaction between Humans and systems as well as between various Human roles will continuously change, aiming at safe, secure and effective operations under high capacity in the constrained environment of European airspace and aerodromes.

Around 300,000 operational staff across the aviation sector will be affected by the realisation of the Master Plan. Although this is expected to mostly affect Air Traffic Controllers, Pilots, avionics engineers, ATSEP (Air Traffic Safety Electronics Personnel), and dispatch roles, the impact on all operational roles should be considered in the development and deployment process. The immense amount of automation and other advanced tools will not only affect operational work itself but will also have a major impact on all engineering roles in the system.

To support Human system integration it is key that:

designs incorporate an understanding of how human and system actors work together,

designs explicitly incorporate the requirements that enable all functions to work collaboratively in managing: performance variability and system resilience, aiming at sustaining the defined performance; a systematic change management approach to development, deployment and validation.

In the SESAR project, Human system integration is supported by a comprehensive Safety Assessment approach as well as a systematic analysis and management of Human Factors aspects in the design and validation of future operations, encompassing elements of Resilience Engineering. A set of methods and tools has been developed to support this integration.



The mandatory SESAR Human Performance assessment explores potential impacts in the area of ‘Human Performance’

38. In the broadest sense this encompasses not only Human System interaction, interaction

between Humans, Human role and responsibility definition, training, staffing etc. but also the characteristics of the activity that the system is designed to deliver and how it is able to adapt to performance variability. It facilitates the highlighting of critical issues concerning the interaction of Humans with all other system elements, derives required Human Performance (i.e. system related requirements in the course of development and validation), and thus enhances the maturity of the concepts and technologies by integrating Human performance into the design process.

This assessment ensures that:

The role and function of the human, within the human system, will be, designed such as to enable them to be undertaken in a collaborative and joint manner i.e. a Joint Cognitive/Collaborative System.

Technical systems shall support the human actors operating jointly specifically in terms of common ground (mutual knowledge) inter-dependability and directability i.e. effective coordination underpinned with clear and unambiguous authority in joint activity.

Team structures and team communications shall support the humans in performing their tasks, and the humans interacting with non-human system elements.

Human Performance related transition factors are appropriately and sufficiently accounted for and include a holistic approach to implementation that avoids negative training effects, e.g. staffing, selection and training impacts.

4.7.2 Changes and issues

Regarding the scope of the Master Plan, the most significant changes to Human roles and tasks, identified by the Human enablers as part of the implementation roadmap, are summarised in Figure 9.

38

The expression ‘human performance’ refers not to a decomposition of the human as a vulnerable and unreliable system component, but in the specific context that the way that a human works within a human system is significantly influenced by under-specification of the structural and procedural system design and the performance variability that the human system is confronted with. The human adapts to these stressors upon the system and provides the means to sustain system operation.



Figure 9 – Overview of the most significant input for Human tasks and responsibility

Operational Change

Start of Deployment

Human Roles Main Changes

Airborne Separation Assistance System (ASAS) spacing

2018

New task for flight crew Enhance HMI to assist the flight crew in the implementation of spacing tasks supported by tools to automate the manoeuvre.

Change of air traffic controller task by introduction of separation assistance.

Enhance HMI and tools to support the ATCO with ASAS

Sector Team Operations

2015

New staffing configuration / Multi-Sector Planner, Extended ATC Planner in en-route

Enhance HMI and planning tools to support the new staffing configuration moving from 1 Tactical and 1 Planning controller to 2 or more Tactical supported by 1 Planning controller in en-route sectors.

New staffing configuration/ Multi-Sector Planner, Extended ATC Planner in TMA

Enhance HMI and planning tools to support the new staffing configuration moving from 1 Tactical and 1 Planning controller to 2 or more Tactical supported by 1 Planning controller in the TMA.

New staffing configuration/ Single Person Operation

Enhance HMI and tools to support single person sector operations.

Collaborative Airport

2015

New communication and interaction patterns between stakeholders of airport operations linked to collaborative rolling AOP/NOP management

New communication paths and information sharing for the rolling AOP/NOP.

New role of APOC (Airport Operations Centre) supervisor

Role responsible for initiating and leading the APOC process that monitors the AOP and the associated decision making process when important deviations are detected.

New role of APOC representative will be created from :

Airport Operator Ground Handling Agent Airspace User

ANSP

Each will be responsible for coordinating with all other AOP stakeholders

Tasks transfer from AOP stakeholders to Airport Performance Assessment Monitoring System (APAMS)

In the new APOC decision making process, some tasks like the proposal of pre-planned common solutions to adverse situations will be transferred from existing human roles to the APAMS.

New interactions and communication patterns for the integration of landside process outputs into the A-CDM process.

New communication paths and information sharing between Ground Handling Agent and all other A-CDM stakeholders to provide landside information (e.g. passenger and baggage) that can affect ATM performance to the appropriate stakeholders.

New working methods for the integration into the A-CDM process of

Landside operations

Airport Transit View (ATV)

Working methods will be adapted/revised for ANSPs, NM, Airport Operators, Ground Handling Agents and Airspace Users to integrate the appropriate information into the A-CDM process.

From the analyses performed so far into the scope of SESAR changes, the most critical general issues with regard to the Human role in ATM can be seen in:

Automation The dedicated support tools (automated) are fundamental to the successful introduction of the SESAR Target Concept. This is in order to keep workload within acceptable limits, reduce human errors and increase situational awareness. Some key operations are only possible with the support of automation. However, automation is far from being “one size fits all” and have to be adequately tailored to the operations and the tasks. In particular this must take into account the balance between the efficiency created through automation and the human capability (assisted by more basic functions). This is particularly valid for recovery from non-nominal and/or degraded modes of operations.



A potential redistribution of responsibilities between Human roles (Pilots, ATCOs, ATSEPs) including those responsible for System Maintenance and oversight. Introducing new complexities and system variability as each function develops will involve differing combinations of human and system working together and interacting functionally.

A continued expectation that the Human role will manage unexpected events. Transition from Legacy to SESAR systems including their concurrent operation or cascade failures leading to deviations from planned trajectory execution, requiring an integrated view of the system design and the interaction of its various actors.

Possible ambiguities resulting from a redistribution of authority between Human and system actors. These will have to be managed by careful procedure design accompanied by clarification of liability issues.

The need for carefully designed system upgrade training for all affected humans, revising and refining the distribution of responsibilities and interactions between them.

An increased need for continuation training of humans to maintain the skills needed to deal with complex and unexpected events and to prevent skill decay due to a higher degree of automation.

An increased need for proactive technical training to address the high complexity and rising cyber-security needs of the SESAR systems while maintaining legacy ones in operation.

Potential social issues by redistributing responsibilities and changes to the business model of ANSP operations within the European ATM system.

4.7.3 The approach to change management

The changes to be introduced during the SESAR Development and Deployment phases require a successful transition of the affected staff from the current to the new system. This is in order to retain the level of service, a different way of operation or management, a new approach to leadership, to participation and involvement of staff and management as well as an effective partnership approach.

The key enablers contributing to the success of the SESAR development and implementation phases have been identified as follow:

Staff involvement: The effective participation and active involvement of the European Civil and military Aviation Communities, including Trade Unions and Professional Staff Organisations, within the SESAR JU R&D activities and also within the forthcoming Deployment activities, will enable proactive identification of Social and change risks and opportunities towards the common goal of improving the overall performance of the ATM system. The involvement of humans in validation activities and simulations (e.g. through the international validation team, IVT) will support the maturity of developments.

Social Dialogue: Social Partners in the European Sectoral Social Dialogue Committee for Civil Aviation shall ensure that all affected parties are properly represented and shall take a proactive and supportive role towards the successful implementation of the SESAR Concept through stable participation structures and clearly defined mandates.

Change Management Strategy: A clear Change Management Strategy and associated planning to initiate, implement, manage and steer effective and sustainable change and transition within an organisation should be established before SESAR Deployment. A Strategic Plan should be developed to include a clear statement of the objectives of the change, the timescales, the resources necessary, a communication plan, a description of how the affected staff will be involved in the execution of the plan as well as the associated risks (e.g. Staff involvement in the Deployment activities, the establishment of a Social Forum at European, FAB, National, and company level etc.).

Consideration of effort and cost associated with changes to the role of the Human, e.g. for training staff, developing training, technical training involving staff in simulations and procedure design, developing the training infrastructure along with the operational and technical developments. To avoid a negative impact on staffing and consequently on ATM capacity, the effort and cost associated with these activities, must be integrated in Business Cases related to SESAR deployment.

Provision will be made for the training needs that enable effective and optimal change management. This will support a transition path that considers the influence of successive



migratory implementation steps towards the agreed concept evolution and minimise the extent that the human system relies upon such phenomena as mode switching



5 Deployment View

This Section provides an insight into how the SESAR vision could be deployed, see Section 5.1. The Deployment Scenarios for the Essential Operational Changes are presented in Section 5.2 with the ATM Technology Changes necessary to be implemented by one or more stakeholder to support each of the Essential Operational Changes provided in Section 5.3. Stakeholder and infrastructure deployment roadmaps are provided in Sections 5.4 and 5.5 respectively. The Avionics roadmap is included at Annex B. All dates, with the exception of the PCP, are potential dates for deployment. All deployment dates will be subject to further considerations after validated business cases have been developed.

5.1 How and when the SESAR vision can be deployed

The objective of deployment is to realise as many benefits, as early as possible, with optimal, cost-efficient and effective investments as well as optimal change management. This requires synchronisation and coordination of investments, supported through EU funding. As automation, integration and harmonisation are key to the vision, early standardisation and the broad engagement of both private and public stakeholders during development, already during the R&D phase, will contribute significantly to a successful, network-wide roll-out. All these elements are common across the high-level options to roll out SESAR.

Two distinct high-level options for rolling out SESAR have been considered to realise the Master Plan vision (see Figure 10). These options represent two possible paths for deploying SESAR Solutions. The key difference between the two considered options is the level of coordination during deployment:

Option 1: Optimised ATM infrastructure deployment option: deployment with strong, network-wide coordination.

Option 2: Local deployment - deployment with light coordination.

For some SESAR Solutions, there is limited difference between the two options. For example, network-wide optimisation is likely to have limited impact on deployment for most solutions related to airports whereas, for other SESAR Solutions, the choice of the deployment option is likely to have a significant impact on overall timing, investment ambition and performance gains, as outlined in Figure 10. Also, network-wide coordination can widen the scope of ANS infrastructure rationalisation and significantly reduce the overall timeline of deployment for new solutions.



Figure 10 – High-level options for rolling out SESAR

High-level options for rolling out SESAR

Optimised ATM infrastructure deployment option (deployment with strong, network-wide coordination), aims at

realising the target vision in an ambitious timeframe for an optimised investment. This option has 4 key characteristics: i. Network-wide coordination is optimised where certain key investments are made: This implies identifying and

targeting explicitly the locations where all SESAR Solutions should be deployed, and therefore also where they do not need to be deployed. The option takes a regional view and assumes a high degree of integration, notably for en-route services.

ii. Evolution in air traffic regulation beyond performance regulation: Regulation can for example be used to facilitate the evolution of ATM architecture, or to create a framework for common services.

iii. Strong harmonisation of systems, rules and procedures: This sees a reduction in timelines for industrialisation and deployment, and investments.

iv. Long term deployment planning to realise actual benefits, e.g. through coordinated rationalisation of obsolete infrastructure.

Local deployment option (deployment with light coordination) entails deployment with lighter coordination. This

option has 3 key characteristics: i. While synchronisation of deployment remains key, there is limited coordination with respect to where

solutions are deployed. This implies that most SESAR Solutions are likely to be deployed on most locations,

mostly based on local rather than system-wide business cases. ii. Regulation does not go beyond setting performance targets for ANSPs and the Network Manager. iii. The option assumes only a low degree of harmonisation of systems, rules and procedures.

Regardless of the option, a positive business case for individual parties remains necessary to invest. Where the local business case is questionable (e.g. because of a long payback period or because the benefits are to be reaped at network, rather than local level), or negative for specific categories of stakeholders, appropriate incentive mechanisms may become relevant and necessary.

In accordance with the Vision (see Section 2), the SESAR Solutions are progressively deployed in order to:

A. Address local pain points (PCP):

B. Deliver efficient services and efficient infrastructure delivery, such as automation of routine tasks and infrastructure rationalisation (Essential Operational Changes);

C Develop regional, trajectory-based, flight / flow centric operations. This requires solutions such as fully integrated data communication and high efficiency regional, flight centric ATM. (SESAR 2020 wave 1);

D Realise first applications of the target vision, with end-to-end flight / flow centric operations (SESAR 2020 wave 2).

This is graphically outlined in Figure 11 below. Each phase starts with research. When research has been finalised, solutions are ready for industrialisation. Readiness for industrialisation is reached at the end of 2016, 2020 and 2024 for deployment phases II to IV. Start of industrialisation to “full deployment” takes up to 11 to 16 years. “Full deployment” implies that SESAR solutions are rolled out so that the majority of benefits can be realised.

Optimised deployment enables a stronger evolution in harmonisation of systems, procedures and rules than in local deployment. Moreover, the option entails fewer locations to roll out the full set of SESAR solutions. A proper coordination of standardisation and roll-out can shorten deployment timelines by 5 years for the last

• Target vision with standardised SESAR solutions (automation, system integration, harmonization...)

• Need for coordinated timing of investment to ensure synchronised deployment (coordinated deployment and

incentivisation)

• Pro-active engagement in standardisation during R&D phase

Common

across

scenarios



two deployment phases and would imply full deployment by 2035 for optimised deployment compared to 2040 for local deployment.

Figure 11 – Target roll-out of SESAR by 2035

1. Representing start of deployment of solutions in all operating environments, deployment can start earlier for e.g. airspace users or some ANSPs.

2. Not all solutions deployed everywhere, e.g. only 50% of scheduled aircrafts equipped, military aircraft taking longer to deploy.

5.2 Deployment Scenarios

This section shows the Deployment Scenarios for the Essential Operational Changes, PCP and beyond,

A Deployment Scenario shows in which sub-operating environment(s) the performance is realised and the “roll out” time for each of the identified Essential Operational Changes. The timescales show the start and end of deployment together with the start of benefits and realisation of all the benefits.

Figure 12 shows the Deployment Scenarios for the PCP Essential Operational Changes. Figure 13 shows the corresponding Deployment Scenarios for the New Essential Operational Changes.

Seeing is believing: demonstrating benefits on a large scale

Since the beginning of the programme, SESAR members and partners have conducted over 30,000 trials on commercial flights in real-life operational conditions, offering a critical mass of proof for the performance benefits that SESAR Solutions can deliver to the ATM community. These activities address all phases of the flight and key performance areas, with a number of projects specifically focusing on how SESAR can result in significant reductions in CO2.

Thanks to the involvement of so many actors, these demonstrations are providing a bridge towards deployment, reducing their time to market through accelerating their readiness for industrialisation both in Europe and worldwide. Not only that, but these activities are making sure that SESAR Solutions are globally applicable and interoperable.

15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40

in the pipeline towards deployment

Target Vision

(SESAR 2020 – Wave 2) – Scenario 2

Regional, trajectory based

flight centric operations


A: First Structural Enablers

in place

Years

Optimisedl,

full deployment

(2035)

Target Vision


B: Efficient services &

infrastructure delivery

Regional, trajectory based

flight centric operations


Local,

full deployment

(2040)

5 Years

difference

Full start of Deployment1 Full deployment2

C & D:

Trajectory-

based, flight &

flow centric

operations

&

First application

of the target

vision

Option 1 (Optimised ATM

Infrastructure)

Option 2 (Local)

Standardisation & Industrialisation

80% of performance

benefit reached

Pro-active engagement in

standardisation during R&D phase

R&D readiness



Figure 12 – PCP Deployment Scenarios

Operating Environment

39

Timescale

ATM Functionalities

Essential Operational Changes

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01 - Extended AMAN and PBN in high density TMA

Arrival Management extended to En-route airspace

Enhanced TMA using RNP-Based Operations

02 – Airport Integration and Throughput

Airport Safety Nets

Automated assistance to controller for surface movement planning and routing

DMAN integrating surface management constraints

DMAN synchronised with pre-departure sequencing

Time based separation for final approach

03 - Flexible Airspace Management and Free Route

ASM and Advanced-FUA

Free Route

04 - Network Collaborative Management

Automated Support for Traffic Complexity Assessment

Collaborative NOP

CTOT to TTA for ATFCM purposes

Enhanced STAM

05 - Initial SWIM

Aeronautical Information exchange

Common infrastructure components

Cooperative Network information exchange

Flight information exchange

Meteo Information exchange

SWIM infrastructure and profiles

06 - Initial Trajectory Information Sharing

Initial trajectory information sharing

Timescales

Earliest start of Deployment End of Deployment

Start of Benefits Full Benefits achieved

The end dates for the Essential Operational Changes are from the PCP IR (EU) 716/2014. The earliest start of deployment and start of benefits dates are derived from the ATM Technology Changes in the Essential Operational Change

39

The detailed list of operating environments subject to the PCP Operational Changes is in the PCP IR (EU) 716/2014.



Figure 13 – New Essential Operational Changes Deployment Scenarios

Operating Environment / Sub-operating Environment

Timescale


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CNS Rationalisation

Collaborative Airport

Information Sharing & Business Trajectory

Integrated Surface Management

Integrated Surface Management DL

LVPs using GBAS

Mission Trajectory

Sector Team Operations

Trajectory Based Tools

User-Driven Prioritisation Process (UDPP)

Timescales

Earliest start of Deployment End of Deployment

Start of Benefits Full Benefits achieved

Key:

Airports • LUSL: Low Utilisation (<90% utilisation during 1 or 2 peak periods a day) Simple Layout. • LUCL: Low Utilisation (<90% utilisation during 1 or 2 peak periods a day) Complex Layout • HUSL: High Utilisation airports (>90% utilisation during 3 or more peak periods a day) Simple Layout • HUCL: High Utilisation airports (>90% utilisation during 3 or more peak periods a day) Complex Layout

TMA • Low Complexity TMAs handle less than 30 movements in peak hour; • Medium Complexity TMAs handle between 30 and 60 movements in peak hour; • High Complexity TMAs handle more than 60 movements in peak hour.

En-route

For en-route Operating Environments, the categories are based on the Complexity score (a composite measure combining traffic density (concentration of traffic in space and time) with structural complexity (structure of traffic flows) described in the PRR Report 2013:

• Low Complexity en-route have complexity score 2013 below 2; • Medium Complexity en-route have a traffic complexity score 2013 between 2

and 6; • High Complexity en-route have a traffic complexity score 2013 above 6.



5.3 ATM Technology Changes supporting Essential Operational Changes

Each Essential Operational Change requires that ATM Technology Changes be implemented by one or more stakeholders. Section 5.4 provides roadmaps showing the ATM Technology Changes supporting the Essential Operational Changes, with reference to the dates for the Initial Operating Capability (IOC) for the following groups of stakeholders:

Airspace User40

Military General aviation (GA) Business aviation (BA) Rotorcraft (RC) Scheduled aviation

ANSP Military Civil

Airport Operators Military Civil

Network Manager (NM)

Figure 14 identifies, at an aggregated level, both the ATM Technology Changes necessary to deliver each of the PCP Essential Operational Changes and the ATM Technology Changes necessary to deliver each of the New Essential Operational Changes. The aggregation represents a high-level grouping of individual technology changes for each stakeholder.

This aggregation is used on the stakeholder roadmaps 5.4 where a temporal view is provided. The Stakeholder roadmaps are provided in the European ATM portal (www.eATMportal.eu) where a “drill down” capability enables the details of the individual ATM Technology Changes in an aggregated group to be obtained.

40

RPAS related technology changes are not reflected as implementation is not mature.




Figure 14 – ATM Technology Changes

Key Features Optimised ATM Network

Services Advanced Air Traffic

Services High Performing Airport

Operations Enabling Aviation Infrastructure

Aggregated ATM Technology Changes to support Essential Operational Changes

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This table identifies, at an aggregated level, the ATM Technology Changes necessary to deliver each of the

Essential Operational Changes. The aggregation represents a high-level grouping of individual technology changes for

each stakeholder.

Key: PCP New Essential Operational Changes

ANSP

Aeronautical / Meteorological Information Data Sharing

Airport ATC Tools

Airport Vehicle Systems

Airport-CDM

Airspace Management System

AMAN/DMAN

Complexity Management tools

Datalink Systems & Services

Demand and Capacity Balancing

Enhanced Conflict Management Tool

Enhanced CWP

Enhanced FDP

Flight Object Implementation

Flight Planning and Demand data

Ground Communications & Information Infrastructure

Navigation Infrastructure

Safety Net Tools

Surface Management

Surveillance Infrastructure

Airport Operator


Airport Planning Support


Airport-CDM

AMAN/DMAN


Enhanced CWP


Surface Management


Airspace User

ADS-B OUT Capability


Airport-CDM



Enhanced FOC/WOC Systems

FMS Capability to support i4D operations

FMS Capability to support Mission Trajectory

FMS Upgrade for Advanced RNP


Initial GBAS Cat II/III using GPS L1

Manual / D-TAXI

On-board Situational Awareness and Alerts on the ground

Network Manager


Airport-CDM









5.4 Deployment Roadmaps per Stakeholder

The ATM Technology Changes necessary to deliver the Essential Operational Changes have been aggregated. The aggregation represents a high-level grouping of individual technical system changes for each stakeholder.

Satisfying the performance needs may require the implementation of these ATM Technology Changes by stakeholders to be synchronised. Synchronisation is a necessary part of deployment planning to enable all stakeholders to achieve their benefits and avoids issues related to early adoption of, and investment in, a technology that cannot be utilised due to its complementary systems not yet being available. The dates shown on the roadmaps take this into account as they represent the date at which the benefits can start to be realised and not necessarily the date at which the technology is first available. ATM Technology Changes comprise a number of individual technology changes and the bars on the roadmaps span the Initial Operating Capability dates of these individual changes.

The green triangles represent technology changes that are necessary to support the Essential Operational Changes but have already been deployed. The ATM Technology Changes relating to the PCP are identified on the roadmaps by a grey background.

Section 5.4.1 contains the Airspace User (AU) Roadmap, divided into scheduled, general and business aviation, rotorcraft and military airspace users. The military category is based on military transport aircraft. In addition this Roadmap includes the Operations Centres Flight and Wing (FOC/WOC).

Section 5.4.2 contains the ANSP Roadmap, divided into civil and military ANSPs.

Section 5.4.3 contains the Airport Operator (AO) Roadmap, divided into civil and military AOs.

Section 5.4.4 contains the Network Manager (NM) Roadmap.

Section 5.5 contains the Communication, Navigation and Surveillance roadmaps.



5.4.1 Airspace User

In the Airspace User roadmap ATM Technology Changes related to grouped avionics equipment show the earliest availability date of the latest equipment in the group. Further avionics ATM Technology Changes not related to Essential Operational Changes are shown at Annex B.

Figure 15 – Airspace User Roadmap

Airspace User ATM Technology Changes

Year

20

15

20

16

20

17

20

18

20

19

20

20

20

21

20

22

20

23

20

24

20

25


BA Fixed Wing

FOC

GA

Military

Scheduled

WOC


BA Fixed Wing

Military

Rotorcraft

Scheduled

Demand and Capacity Balancing FOC


FOC

WOC


BA Fixed Wing

Military

Rotorcraft

Scheduled


GA

Military

Scheduled


FOC

WOC


BA Fixed Wing

GA

Military

Rotorcraft

Scheduled


BA Fixed Wing

FOC

GA

Military

Scheduled

WOC

Airport-CDM FOC


BA Fixed Wing

Military

Rotorcraft

Scheduled

Demand and Capacity Balancing FOC


FOC

WOC

FMS Capability to support Mission Trajectory Military


BA Fixed Wing

GA

Military

Scheduled


FOC

WOC


BA Fixed Wing

Military

Scheduled

Manual / D-TAXI

BA Fixed Wing

GA

Military

Rotorcraft

Scheduled


BA Fixed Wing

GA

Military

Rotorcraft

Scheduled

Key: ATM Technology Changes

ATM Technology Changes – Grey background indicates PCP

Indicates ATM Technology Changes initially deployed before 2015



5.4.2 Air Navigation Service Provider

Figure 16 – Air Navigation Service Provider Roadmap

Air Navigation Service Provider ATM Technology Changes

Year

20

15

20

16

20

17

20

18

20

19

20

20

20

21

20

22

20

23

20

24

20

25

Aeronautical / Meteorological Information Data Sharing Civil

Military

Airport ATC Tools Civil

Military

Airspace Management System Civil

Military

AMAN/DMAN Civil

Complexity Management tools Civil

Datalink Systems & Services Civil

Military

Demand and Capacity Balancing Civil

Enhanced Conflict Management Tool Civil

Enhanced CWP Civil

Military

Enhanced FDP Civil

Flight Object Implementation Civil

Military

Flight Planning and Demand data Military

Ground Communications & Information Infrastructure Civil

Military

Navigation Infrastructure Civil

Safety Net Tools Civil

Military

Surface Management Civil


Military

Airport ATC Tools Civil

Airport Vehicle Systems Civil

Military

Airport-CDM Civil

AMAN/DMAN Civil

Complexity Management tools Civil

Datalink Systems & Services Civil

Military


Military

Enhanced Conflict Management Tool Civil

Enhanced CWP Civil

Military

Enhanced FDP Civil

Military

Flight Object Implementation Civil

Military

Flight Planning and Demand data Civil

Military

Ground Communications & Information Infrastructure Civil

Military

Navigation Infrastructure Civil

Safety Net Tools Civil


Surveillance Infrastructure Civil

Military






5.4.3 Airport Operator

Figure 17 – Airport Operator Roadmap

Airport Operator ATM Technology Changes

Year

20

15

20

16

20

17

20

18

20

19

20

20

20

21

20

22

20

23

20

24

20

25


Military

Airport Planning Support Civil

AMAN/DMAN Civil



Civil

Military



Civil

Military

Airport Planning Support Civil

Airport Vehicle Systems Civil

Airport-CDM Civil

AMAN/DMAN Civil


Civil

Military

Enhanced CWP Civil


Civil

Military

Surface Management

Civil

Military


Civil

Military




5.4.4 Network Manager

Figure 18 – Network Manager Roadmap

Network Manager ATM Technology Changes

Year

20

15

20

16

20

17

20

18

20

19

20

20

20

21

20

22

20

23

20

24

20

25





Flight Planning and Demand data Ground Communications & Information Infrastructure


Airspace Management System Demand and Capacity Balancing










5.5 Infrastructure

Communication, Navigation and Surveillance (CNS) technologies on the ground and on-board the aircraft are an essential underlying technical enabler for many of the operational improvements and new procedures of the future ATM system. Performance requirements for CNS systems are becoming increasingly complex and demanding and will be considered as part of an integrated air and ground CNS system considering convergence towards common infrastructure components where appropriate, across the different (Communications, Navigation and Surveillance) domains.

In parallel, CNS systems and infrastructure for both airborne and ground will take a more business-oriented approach with efficient use of resources delivering the required capability in a cost-effective and spectrum efficient manner. The resulting roadmaps for Communication, Navigation and Surveillance take account of these aspects and provide a view on the technology and infrastructure that will support the evolving SESAR concept of operations.

5.5.1 Communications roadmap

The future communications infrastructure supporting European ATM Network (EATMN) will contribute to a holistic "end-to-end" approach supporting the realisation of the future ATM concepts. The main trends associated with the evolution of aeronautical communications, covering the ground/ground as well as the air/ground communications, are:

Migration towards ground communication networks based on distributed Internet Protocol technologies to enable network-centric SWIM architectures;

Deployment of Aeronautical Message Handling System (AMHS) to replace/enhance some segments of the ICAO Aeronautical Fixed Telecommunications Network (AFTN)/ Common ICAO Data Interchange Network (CIDIN);

Continued use of air-ground voice (VHF DSB 8.33 kHz and 25kHz), supporting critical communications. Ensure continued UHF provision for state aircraft;

The greater deployment of VoIP (Voice over Internet Protocol) supporting ground communications. Digital voice for air-ground communications may be introduced in the longer term;

Widespread implementation of air-ground datalink communications which, in the future, will supplement air-ground voice (VHF) as the primary means of ATC communications;

Low cost datalink options for GA;

Depending on studies and cost benefit analysis, possible introduction of higher capacity datalink technologies in the context of the future communications infrastructure initiatives comprising airport, terrestrial and SATCOM data link segments operating in a multilink environment. Air/air communications are also expected to be introduced and play an increasingly important role in the longer term;

Developments leading to the introduction of software defined radio (SDR) technologies to support the airborne integration of the different data link segments;

The introduction of new technologies and the use of distributed IP networking technologies for both the ground and the airborne side will require as well as enable the provision of greater security capabilities addressing (cyber-)security concerns and relevant threats;

Finally, in the longer term the data links may also be considered for supporting exchanges of Surveillance and Navigation data, supporting CNS synergies and optimisation of infrastructure while maintaining the safeguards and robustness of today’s segregated CNS environment.

Ground communications evolution is a decisive step towards the implementation of SWIM. This net-centric structure will then contribute to a better integration of air traffic control, airline operational control and airport systems. It will also pave the way for aircraft to become a node of SWIM.

Infrastructure changes will facilitate information exchange supporting FUA as well as automation for ATC to ATC coordination, including the emergence of Flight Object concept and advanced Flight Data Processing Systems (FDPS). This will be followed by the use of Flight Message Transfer Protocol (FMTP) which entails the adherence to IP, for inter-centre system coordination.



The introduction of air-ground data link capabilities will be vital to enable real-time sharing of 4D trajectories and the availability of ATM information in the cockpit. Advanced concepts, for example new separation modes, will be enabled.

Civil-military communications interoperability will be based on interfacing between military systems and ATM-related IP structures, exchange of aeronautical information on the basis of AMHS, reliance on VoIP for ground voice exchanges, 8.33 kHz expansion (with UHF retained as gap filler), increasing data link deployment and convergence to future Communications solutions.

The communications roadmap shows the earliest deployment dates for the availability of the new technology.

Figure 19 – Communications Roadmap

Technology

Year

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

Air/Ground Comms

A/G Datalink over ATN/OSI - Multi frequency

A/G Datalink over ATN/OSI - Single frequency

Future Communication Infrastructure - ATN/IPS and Multilink

Future Satcom for ATM – Long term Satcom/IRIS (class A Satcom)

Future Satcom for ATM : Precursor for INMARSAT SBB (class B Satcom)

New A/G datalink using ATN/IPS over L-band

New Airport Datalink technology (AEROMACS)

Ground Comms

PENS - Phase 2

5.5.2 Navigation roadmap

The ICAO Global Air Navigation Plan (Doc 9750) and Global ATM Operational Concept (Doc 9854) provide the overarching framework guiding navigation evolution for civil aviation.

The main trends associated with the evolution of aeronautical navigation are:

Migration towards a performance based approached to navigation requirements with increased reliance on satellite-based technologies (and associated multi-constellation, multi-frequency augmentation systems).

This implies migration towards a total RNP environment for all flight phases (based on the introduction of ICAO Performance Based Navigation) as well as GBAS as an ILS replacement for precision landing including autoland.

Evolution of the Navigation Infrastructure to supporting multi-constellation evolutions as well as a reversion capability providing alternatives to GNSS in terms of position, navigation and timing.

GNSS technology remains vulnerable, justifying transitional retention of ground-based terrestrial navigation aids for fall back/backup purposes. For the longer-term future, technology alternatives might have to be considered in accordance with rationalisation plans and the emergence of Alternative Position, Navigation and Timing (A-PNT).



Civil-military navigation interoperability will be based on migration to satellite based GNSS and acceptance of performance based equivalents. Transitional measures to accommodate lower-capability state aircraft will be required and military must contribute to the rationalisation of Navigation infrastructure. Opportunities for the military to be accommodated on the basis of performance based equivalence reutilising military capabilities must be offered

The navigation roadmap shows the earliest deployment dates for the availability of the new technology.

Figure 20 – Navigation Roadmap

Technology

Year

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

Satellite

GBAS

GBAS Cat I based on Single-Constellation / Single-Frequency GNSS (GPS L1)

GBAS Cat II/III based on Multi-Constellation / Multi-Frequency (MCMF) GNSS (GPS + GALILEO / L1 + L5)

GBAS Cat II/III based on Single-Constellation / Single-Frequency GNSS (GPS L1)

GNSS

GALILEO E1/E5

GPS L1/L5

SBAS

EGNOS V2.4.X

EGNOS V3

Conventional

A-PNT

A-PNT (Alternative Position, Navigation and Timing)

Ground Infrastructure rationalisation

DME Ground Infrastructure optimisation

NDB Decommissioning

Rationalisation of approach and landing system

VOR/DME MON (Minimum Operational Network)



First GBAS Cat II/III precision landing performed

Ground Based Augmentation System (GBAS) augments Global Navigation Satellite System (GNSS) signals by sending the positioning corrections to aircraft for precision approach and landing.

Unlike the Instrument Landing System (ILS), the GBAS system is not reliant on one physical signal rather a digitally-coded transmission which is loaded into the aircraft’s navigation and guidance capabilities. In particular, GBAS used for Category II/III approaches (1000 feet or less of runway visual range) offers a viable and cost-effective solution for low visibility operations, overcoming ILS operational limitations such as the critical and sensitive areas.

While GBAS CAT I approaches have been in operation in Europe for several years, in 2013, SESAR members reached a major milestone - a first CAT III approach enabled solely by GBAS. In June and July 2014, SESAR members embarked on a round of successful validation flights, testing a CAT II/III avionics receiver prototype with ground. The results have provided positive and assuming that standardisation and regulation progress as planned, the entry into service of GBAS Cat II/III can now be expected in the 2018-2019 timeframe.

5.5.3 Surveillance roadmap

Surveillance provision comprises the availability of ground sensors and surveillance data processing and distribution systems, which support 3-mile and 5-mile separation requirements. Future airborne surveillance requirements will essentially be linked with the ability to extract the avionics parameters required to support applications, normally standardised by EUROCAE/RTCA, and to broadcast and receive such information. Surveillance fusion and sharing is increasingly being developed and is used almost everywhere.

The current surveillance infrastructure is mainly composed of Secondary Surveillance Radar (SSR), Mono-pulse Secondary Surveillance Radar (MSSR), MSSR Mode-S and Primary Surveillance Radar (PSR). Recent technological developments such as the emergence of Automatic Dependent Surveillance-Broadcast (ADS-B) and Wide-Area Multilateration (WAM) have reached maturity and are being deployed in many parts of the world including Europe. European ATMN will be supported by a mix of surveillance techniques.

In addition to ground-based surveillance, satellite based ADS-B will become available as a source for surveillance especially in oceanic and remote areas. ADS-B will also enable the development of new airborne surveillance operational services, including Air Traffic Situational Awareness (ATSAW), and Airborne Separation Assistance System (ASAS) such as sequencing & merging and self-separation. Future airborne applications will require changes in the avionics (ADS-B Out and ADS-B In) to process and display the air situation picture to the pilot. A low cost ADS-B solution for GA is to be provided.

For airports, a locally optimised mix of the available technologies, i.e. airport Multilateration, Surface Movement Radars and ADS-B, will enable Advanced Surface Movement Guidance and Control Systems (A-SMGCS) and integrated airport operations. This includes the availability of Surveillance information on a moving map, using a Human-Machine Interface (HMI) in the cockpit and in surface vehicles.

A rationalised (i.e. cost-efficient and spectrum efficient) ground surveillance infrastructure can be foreseen to be gradually deployed, using the opportunities offered by new technologies. Surveillance data sharing will also contribute to reduce the number of infrastructure elements (e.g. radars) as the information (e.g. surveillance data) can be made available through ground communications networks.

The interrelation of surveillance techniques with communications and navigation will become a reality. The avionics carried on board an aircraft must become a fully integrated element of the surveillance infrastructure. The scope of surveillance systems will extend to embrace an increasingly diverse range of avionic components, such as GNSS, traffic computers and cockpit display systems, as well as transponders.

Surveillance provision is regulated in the SES Implementing Rules on Performance and Interoperability of Surveillance and Aircraft identification.



Civil-military surveillance interoperability will be based on the retention of non-cooperative surveillance means. Equipage of military aircraft with Mode S and ADS-B capabilities, consideration of wide area multilateration, safety and weather systems and improved surveillance data sharing.

The surveillance roadmap shows the earliest deployment dates for the availability of the new technology.

Figure 21 – Surveillance Roadmap

Technology

Year

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

Ground Based

ADS-B ADS-B Receiving Station

Composite Composite WAM/ADS-B

PSR Primary Surveillance Radar

Multi Static Primary Surveillance Radar

SSR SSR Mode A/C/S

WAM Wide Area Multilateration (WAM)

Video Video Surveillance

Ground Infrastructure rationalisation Rationalisation of conventional surveillance infrastructure

Air Based

ADS-B

Airborne traffic situational awareness (ADS-B IN)

5.5.4 Cyber-Security

The current ATM system is a patchwork of bespoke systems and networks connected by a bewildering array of different interfaces, often utilising national and proprietary standards. It is clear that the future ATM system will rely on an increase of interconnected systems that utilise modern technologies and interoperability to deliver operational improvements through a shared view of all aeronautical information. Two key concerns that threaten these benefits are underlined:

Increased inter-connectivity and integration – both in terms of interactions between actors (ANSPs, Airlines, airports, RPAS) and CNS systems - expands the attack surface and creates new vulnerabilities – for example through third party access to networks and systems; and

Interoperability implies an increased use of COTS (Commercial Off The Shelf) components and without careful planning a corresponding loss of diversity. This increases the likelihood of introducing publically released common vulnerabilities into the system



In particular, the development of SWIM (System Wide Information Management) presents opportunities to establish the necessary IT Service Management principles and cyber-security architecture at an early stage of development, before the costs of retrofitting access control, intrusion detection and forensics become prohibitive. Thereby SESAR has to be seen as an opportunity to consider wider issues of industry governance and requested measures to ensure the future resilience of ATM networks and systems. Standardised interfaces for services, in particular standardised interfaces for security services, will facilitate their use, and appropriate hardened interfaces for all services and systems will reduce the potential for abuse and subversion. Thus it is essential that the development of cyber-security is performed in parallel to the development of technical enablers.

For Air Traffic Management a number of guiding principles for the organisational and technical measures that are needed to encourage cyber-resilience should be defined. These must recognise:

that organisations and technical systems will suffer from cyber-incidents and attacks; and

the possibility that some attacks in the future may be successful.

In consequence, overall service management, configuration and change management, access management, intrusion detection, forensic and emergency response capabilities are needed and resilience engineering requires the following six mechanisms: Prevision, Prevention, Protection, Recognition, Response, and Recovery (P3R3).

One area of particular concern is the identification and development of standardisation activities and systems. Systems should be developed and built using best practice. Common access to shared networks and resources requires common standards and associated guidelines, covering the full range of cyber-security considerations. It also includes defining technical and engineering rules applicable across a broad range of stakeholders.

A key issue for ATM will be how to leverage well-established cyber-security standards whilst ensuring they are ATM relevant. Accordingly, existing safety and security standards may need to be tailored or have a profile developed for ATM.

It has to be recognised that cyber-threats are not static; they evolve with the sophistication of attackers and as systems change new vulnerabilities are introduced. Crucially, cyber-security is not just about technical IT solutions - equally physical, human, process and (pan-) organisational measures are needed. Cyber-protection in this context will require every ATM stakeholder to prepare and protect itself to be ready to detect and analyse attacks as early as possible, and respond effectively to avoid their escalation.

It is also essential to address the requirements for cross-border collaboration, as well as sharing of information about cyber-threats and vulnerabilities. The governance model will also have to consider the appropriate cross-border and cross-sector responses when the whole integrity and operational efficiency of the European ATM system is threatened. Finally, the commitment of people to protecting their organisation is an essential component of a strong cyber-protection. This means a critical part of the cyber-security programme must be to focus on the human aspects of the organisation and all stakeholders.

While cyber-security is crucial to ATM, it has to be integrated consistently with aviation security as a whole. Furthermore, cyber-security is inherently a cross sector domain and hence aviation cyber-security should be linked to the broader national and European cyber-security institutional and regulatory frameworks

41. Though

mainly focusing on SWIM, its scope has to be extended to all necessary ATM technological enablers (e.g. GNSS).

5.5.5 Spectrum

To provide a safe and efficient global transportation service, aviation requires internationally harmonised radio spectrum allocations. Communications, Navigation and Surveillance cannot operate without an

41

Including the "Policy on Critical Information Infrastructure Protection" (CIIP) and the "Communication on a Cybersecurity Strategy of the European Union – An Open, Safe and Secure Cyberspace"



adequate radio spectrum. There is a growing need to identify a suitable spectrum for new aviation applications such as wireless avionics intra-communications (WAIC) systems, Global Flight Tracking (GFT), and the future deployment of Remotely-Piloted Aircraft Systems (RPAS) into non segregated airspace. In addition, the available spectrum needs to sustain future aviation growth. In anticipation of the expected air traffic growth and the progressive introduction of new vehicles and systems the SESAR Aeronautical Spectrum Strategy sets the basis for European aviation spectrum policy addressing the medium and long-term spectrum availability.

The overall aim of the SESAR Spectrum Vision and Strategy is: "To secure the long-term availability of suitable radio spectrum to meet all of aviation's future objectives through cooperative engagement in the global spectrum environment”. Therefore, the key issues are:

The availability of a suitable interference-free radio spectrum is an essential enabler for CNS systems used to support aviation safety and efficiency.

New spectrum bands for aviation use are unlikely to be made available. Therefore, aeronautical spectrum allocations will continue to be under significant pressure from other sectors for the foreseeable future.

There is a permanent need for improved civil-military spectrum coordination to secure wider aviation interests.

Create a long-term vision of how aviation spectrum management should be conducted in Europe.

Inclusion of spectrum as a fundamental component within aviation's strategic programmes. Development of Harmonised European aeronautical spectrum policies aimed at fulfilling the requirements of the SESAR deployment plan and meeting the needs of all airspace users including military and general aviation.

The aim is to ensure that spectrum supportability issues are included within CNS development programmes for the ATM stakeholders through the following actions:

Ensuring sufficient and suitable spectrum availability for CNS systems;

Minimising the likelihood of incompatibility;

Ensuring against in-service interferences;

Assessing the operational impact on other aeronautical systems;

Making appropriate spectrum provisions through the ITU (International Telecommunication Union) processes;

Ensuring the collation of evidence-based data at appropriate stages of project development and, following validation, developing an appropriate action plan to secure spectrum supportability;

Ensuring cohesion and coordination between spectrum management and the overall CNS strategy.

It is imperative to ensure existing spectrum requirements are protected from interference by other users in adjacent areas of spectrum. Figure 22 identifies the current frequency requirements for which there is potential for interference together with new allocations.



Figure 22 – Current frequency requirements

5.6 Standardisation and Regulatory View

Building an efficient, sustainable and safe Single European Sky, requires the modernisation of the European ATM system. This modernisation should be enabled by the envisaged evolution of the global and European regulatory frameworks to rely increasingly on performance based – less prescriptive – regulation with the technical details and means of compliance at the level of voluntary standards.

Current Frequencies adjacent to those

considered for allocation to other users

Systems/Service

24.25 - 24.65 GHz Airport surface detection systems (regions 2 and 3)

15.4 - 15.7 GHz Airport surface detection equipment/airborne weather radar.

13.25 - 13.4 GHz Doppler Navigation aids

3.4 - 4.2 GHz VSATS (Very Small Aperture Terminals)

1.5 / 1.6 GHZ Aeronautical mobile satellite communications systems

9000 - 9200 MHz Aeronautical radar system (ground and airborne)

8750 - 8850 MHz Doppler Navigation systems

5850 - 6425 MHz Fixed Satellite Service (FSS) systems used for aeronautical purposes

5350 - 5470 MHz Airborne Weather Radar

5000 - 5250 MHz Microwave Landing System (MLS)

5000 - 5150 MHz UAS terrestrial and UAS satellite communications (under consideration)

5091 - 5150 MHz AeroMacs

5091 - 5150 MHz Aeronautical Telemetry

3400 - 4200 MHz

4500 - 4800 MHz

Fixed Satellite Service (FSS) systems used for aeronautical purposes

4200 - 4400 MHz Radio altimeters

2700 - 3100 MHz Approach Primary Radar

1159 - 1610 MHz Global Navigation Satellite Systems

1215 - 1350 MHz Primary Radar

960 - 1164 MHz Aeronautical Communications Future Communication System

1030 & 1090 MHz Secondary Surveillance radar

1090 Extended Squitter

Multilateration (MLAT)

Airborne collision avoidance system (ACAS)

960 – 1215 MHz Distance Measuring equipment (DME)

406 - 406.1 MHz Emergency Locator Transmitter

5250 - 5450 kHz Aeronautical mobile (route) service

New allocations

77.5 - 78 GHz Radiolocation service (could be used on advisory basis for taxiing aircraft)

4200 - 4400 MHz Wireless Avionics Intra-Communications (WAIC) systems

1090 MHz Earth to space direction only for satellite reception of existing aircraft ADS-B signals to address evolving GFT applications.

Future conference (WRC-19) to address evolving GFT requirements



To deploy the required ATM-related functionalities and to build the European ATM system stemming from SESAR development, there is an increased need for new standards and appropriate regulations. The European regulatory and standardisation framework has to be able to capture and address those demands, to ensure that the necessary provisions are available, in a timely fashion.

Beyond the regulatory context, there exists a significant need for standards to support the harmonised implementation of concepts and technologies, arising directly from industry. There are many examples of standards-led deployments being progressed, without awaiting regulation, in pursuit of their compelling benefits.

Whenever regulations and standards are necessary to ensure a coordinated or harmonised deployment of the ATM-related functionalities, an early identification of those needs is important. This will allow standardisation and regulatory organisations to plan sufficiently in advance and deliver on time, and avoid development times needed to produce the appropriate regulatory material and industry standards to affect the start of deployment of those functionalities.

5.6.1 Harmonisation & synchronisation

For the purposes of this Section, the term "harmonisation" refers to the process of creating a consistent and converging framework of common rules, specifications and procedures, for the deployment of the changes envisaged in the Master Plan. When used in this Section, "harmonisation" is achieved through standardisation (EUROCAE, European Standardisation Organisations, EUROCONTROL and Military Organisations) and regulatory means (EASA or EC).

This Section does not specifically concern EU and FAA harmonisation issues or initiatives that are addressed in Section 4.6.1.

The synchronisation of the deployment of Essential Operational Changes is expected to be accomplished by EC regulations and supported by incentives. The term “synchronisation” is therefore used with the same meaning as in Commission Implementing Regulation (EU) 409/2013 on the definition of common projects.

The requirement for future synchronised deployment is not explicitly addressed in the identified needs, which focus on the harmonisation aspects. Instead, the need for synchronisation and financial incentives mechanisms are discussed in the Business View in Section 6.3.

5.6.2 Identifying the needs

The standardisation and regulatory needs were developed by identifying typical reasons for the development of standards and regulations in support of harmonised deployment. The analysis was achieved by conducting a systematic review of each ATM Technology Change and its underlying system enabler.

In this review, the potential need for standards was assessed against the perceived need to harmonise in support of interoperability, performance, roles and responsibilities, and to create a level playing field in the aviation market as follows:

Technical and operational changes that involve physical interfaces, or the exchange of messages, between different systems or constituents, operating in different stakeholder frameworks, may require harmonising standards to ensure interoperability;

The introduction of changes at stakeholder level or across stakeholders may require common operating rules and procedures;

There may be a need for standards to support the allocation of specific performance requirements to different systems and constituents within and between stakeholder frameworks;

ATM technology changes may need to be subject to harmonisation in order to ensure that monopolistic positions are not created and that new entrants to the aviation market are not prevented from offering systems/constituents related to the change.



Other possible objectives of harmonisation, identified in the EASA Basic Regulation, are associated with the need to ensure safety, free movement of goods, persons and services, and to achieve a cost-efficient regulation and certification at a European level.

5.6.3 The standardisation & regulatory needs

This section provides a high-level view of the identified standardisation and regulatory needs currently envisaged in support of SESAR developments.

A detailed view of the Standardisation and Regulatory needs, including, where available, the responsible organisation and a fuller description of the activity, is maintained at the level 2 of the Master Plan, on the European ATM portal (www.eATMportal.eu).

Figure 23 summarises harmonisation needs per Essential Operational Change (PCP and New) and aggregated ATM Technology Change. A filled cell means that a new standardisation (or regulatory) activity is required to enable the harmonised deployment of this ATM Technology Change in support of the corresponding Essential Operational Change. The analysis of those systems that are impacted by an operational change can be further used to determine whether an update of an existing standard can suffice or there is a need to develop new standards. Regulatory needs will further depend on the set of standards identified and the full definition of the concept and the validation results that are produced within SESAR. Full traceability to individual activities, linked system enablers and operational improvements is provided on the portal at level 2 of the Master Plan.




Figure 23 – New Standardisation and Regulatory Needs

Aggregated ATM Technology Changes


PCP New Essential Operational Changes

Aero

nautical in

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xchange

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User-

Driven P

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UD

PP

)


Aeronautical/Meteorological Information Data Sharing

Airport Planning Support

Airport ATC Tools


Airport-CDM


AMAN/DMAN

Complexity Management tools



Enhanced Conflict Management Tool

Enhanced CWP

Enhanced FDP



Flight Planning and Demand Data





Navigation Infrastructure


Safety Net Tools

Surface Management


Key: Standards Regulatory material (incl CS/AMC) Both

PCP PCP PCP New Essential Operational Changes New Essential Operational Changes New Essential Operational Changes



5.6.4 Feeding the European standardisation framework

Resources are increasingly constrained so there is a strong need to enhance the efficiency of their development of relevant standardisation activities in Europe. In light of this and notably in recognition of the need to support SESAR deployment, the EC, EASA, EUROCAE, CEN/CENELEC/ETSI, the SJU and EUROCONTROL have come together to address how they can put into effect enhanced cooperation and coordination to ensure the effect use of the available resources within the ATM-related European standardisation development organisations. The parties involved in the planning and development of ATM-related standards have therefore agreed between themselves to establish the European ATM Standards Coordination Group (EASCG).

The EASCG is a joint coordination and advisory group established to coordinate the ATM-related standardisation activities, essentially stemming from the Master Plan, in support of Single European Sky implementation. The EASCG coordinates monitors and maintains an overarching European ATM standardisation rolling development plan, based on the latest developments from the SESAR framework, and inputs from the EASCG members, and where needed other key actors in the aviation domain. These tasks notably include the maintenance and updates of the PCP "Indicative roadmap with respect to standardisation and regulation”.

The European ATM standardisation rolling development plan, will eventually feed back into the plans and work programmes of EUROCAE, CEN/CENELEC/ETSI EUROCONTROL and other standards making organisations, subject to approval by their respective governing bodies.

The SESAR Deployment Manager and EDA participates as an observer to the EASCG. This is in order to maintain visibility and exchange information on specific standardisation needs of the military stakeholders, applicability of civil standards to military projects and to ensure that future standards having a civil-military nature address specific requirements supporting civil-military interoperability.

The EASA Rulemaking Programme concerning support to the implementation of the ATM MP will be developed using the preliminary impact assessment methodology. This process will identify the regulatory drivers based on safety/environment, level playing field, efficiency/proportionality and the importance of the task.

5.6.5 The global level

An ICAO proposal exists for the development of an ICAO Standardisation Roadmap as a sub-set of the ICAO Work Programme. The scope of this Standardisation Roadmap would not be limited to GANP and GASP (Global Aviation Safety Plan), but to all activities within the responsibility of the ICAO Air Navigation Bureau (ANB). This is part of a wider ICAO response to a performance-based Standards approach, which could include the recognition of Standards Making Organisations (SMOs) as providers of supporting technical specifications. It is currently proposed to use a Standards Round Table forum to bring together SMOs with ICAO to exchange information so that, from a planning perspective, SMOs and ICAO can align their respective roadmaps or work programmes for the production of Standards and technical specifications, to support ICAO referencing of SMO material.

How the Master Plan Standardisation Roadmap is coordinated and harmonised with the ICAO Standardisation Roadmap is not yet clear. Nevertheless, all of the relevant European SMOs are active in the new EASCG, where coordination and evolution of the European standardisation plan will take place.



6 Business View: What are the Costs and Benefits?

This Section provides a holistic view of the monetised benefits and investment levels. Section 6.1 provides the overall SESAR view covering SESAR 1 and SESAR 2020, while Section 6.2 provides a preliminary view for the next wave of deployment. Finally Section 6.3 identifies the options for incentives which are important to support the deployment of SESAR as envisaged in the Master Plan.

6.1 Holistic view of SESAR benefits ambition and investment needs

The realisation of the vision (see Section 2) will not only bring significant direct and quantifiable performance gains to ATM and aviation, it will also mean benefits for the EU economy and society in general, as illustrated in Figure 24. Achieving these benefits will require harnessing SESAR capabilities as well as other enablers for change, such as the regulatory framework and ATM architecture.

Figure 24 – Delivering Expected Benefits

Delivering Expected Benefits

Direct and quantifiable benefits for European

ATM and aviation

ANS productivity: reduced en-route and TMA costs per flight


Capacity: increased network throughput and throughput at congested airports

Environment: reduced CO2 emissions Safety and security: decreased risk

Benefits for EU economy and society

Industrial leadership in ATM and aviation at the forefront of innovation

A more competitive EU aviation industry in the global aviation landscape

Increased mobility with a lower environmental impact

Significant contribution to EU GDP and job creation

The figures in this Business View are represented as unit cost averages across the ECAC region. Absolute numbers are totals across the ECAC region – both for investment levels as for performance gains.

The Business View builds on the assumption that the necessary evolutions will materialise and that SESAR Solutions will be put into operation. This implies, for example, that new air-ground voice communication systems will be able to address the challenges arising from flow or flight-centric operations, or that a regulatory framework may need to be developed to enable dynamic airspace configuration.

6.1.1 Impact on investment

Estimating investment levels up to 2035 is challenging as many of the SESAR Solutions are still in the early stage of R&D. To address this uncertainty, investment levels are expressed as ranges. Nevertheless, numerous industry experts from across the whole ATM and aviation value chains contributed to developing this Master Plan to ensure a high-level yet realistic business view.

Total investment levels range between €18Bn and €26Bn for the optimised ATM infrastructure deployment option as described in Section 5.1, of which €15Bn to €20Bn is required for the ground investment. For the local deployment option, the investment levels range between and €19Bn and €28Bn for, of which €17Bn to €26Bn for the ground investment (all values undiscounted). The difference between the two options is particularly important for ground investments with savings of €2Bn to €6Bn:

Air Traffic Control Centres: Although it is assumed that all centres in the local deployment option are to be fully equipped with SESAR Solutions, the investment level is estimated to be 50% lower for Centres in the optimised ATM infrastructure deployment option. The explanation is that by deploying SESAR capabilities at fewer centres, only a light investment will be needed in other Centres to unlock performance improvements at a network level.



Military Air Traffic Control Centres: The investment level for military Air Traffic Control Centres is lower in the optimised ATM infrastructure deployment option, since greater integration/co-location between military and civil ANS for en-route service provision could be envisaged. The local deployment option assumes the same level of integration as today, driving a higher investment level in military Air traffic Control Centres seen from a European perspective.

Airspace Users: Investment is potentially higher in the optimised ATM infrastructure deployment option. This is due to a shorter deployment time in which airspace users must invest to retrofit a higher share of aircraft with SESAR Solutions in order to reach target equipage rates. However these estimates may significantly evolve in the future as retrofit scenarios can be further optimised as SESAR solutions become more mature.

This investment level covers deployment across the full ECAC region.

6.1.2 Performance ambition in monetary terms

While Section 3 provides the overall performance ambition, this Section quantifies only direct monetary benefits; any secondary or indirect benefits are not considered. The benefits are expressed as difference between a “Business as Usual” performance (see Section 3) and the SESAR vision performance in 2035.

The performance ambition is quantified as monetary benefits for the following KPAs:

ANS productivity/cost efficiency: reduced en-route and TMA direct costs per flight (recovered through ANS charges)


Airport capacity: additional throughput at congested airports

It is estimated that cost savings and the value of additional capacity will amount to annual recurring benefits of between €8Bn and €15Bn per year by 2035 for the optimised ATM infrastructure deployment option, and between €7Bn and €12Bn per year for local deployment

42 (See Section 5.1 for a description of both these

two options). The 20% difference in annual benefits from the optimised deployment option (see Section 5.1) is driven by a wider scope of infrastructure rationalisation and increased en-route operations savings.

Figure 25 – Estimated performance ambition (undiscounted)

Note: Undiscounted values. Numbers are rounded; Source: ACE 2012 Benchmarking report, EUROCONTROL challenges of growth, WP 16.6, EUROCONTROL inputs for standard cost-benefit analysis

Combining investment needs with benefits provides the overall Business View on the vision. The graph below, Figure 26, illustrates the outcome for the optimised ATM infrastructure deployment option where performance benefits outgrow the investment ambition as of 2018, and cumulative benefits outgrow cumulative investments as of 2020, assuming that all performance gains resulting from the performance scheme target-setting for the period 2014-2019 (RP2) are collected. These figures do not take into account financing costs or potential restructuring costs, such as the cost of change, which are beyond SESAR and the scope of the Master Plan. It should be noted that the figure also shows the effects introduced through the second performance reference period of the SES performance scheme (RP2).

42

Only taking into account the difference in absolute performance ambition, not the difference in deployment speed



The five-year difference in deployment time, together with the €2Bn difference in overall investment levels and also the €2Bn higher annual performance gain, drive a €7Bn higher overall benefit in Net Present Value (NPV) for the optimised ATM infrastructure deployment option as compared to the local deployment option. While the overall business view would still be positive for local deployment, this €7Bn lower NPV calls for a strong coordination role in deployment by the EU to:

optimise investments through clear coordination on how and where to invest;

maximise performance gains by enabling integration and evolution of the ATM landscape;

push ambition timeline by actively promoting early standardisation and harmonisation of procedures;

ensure benefits are fully and timely realised by planning operational changes and deployment with a long term horizon.

Figure 26 – SESAR delivers significant value for Europe (undiscounted)

Equals performance ambition minus investment ambition levels including RP2, PCP, SESAR 1 and SESAR 2020. Does not take into account financing and restructuring costs;

Notes: scenario assuming optimal coordination to minimise investment and maximise benefits (optimised ATM infrastructure deployment option). Deployment long tail mainly driven by air users and military

6.1.3 Sensitivity to traffic growth forecast

The figures given in previous Sections are based on the “STATFOR 2035 regulated growth” traffic forecast which assumes a growth of traffic of ~50% from 9.5M flights in 2012 to 14.4M flights in 2035. The actual benefit in 2035 is sensitive to traffic growth, which is illustrated for ANS productivity (see Figure 27). Even in a low growth scenario (+18% in traffic by 2035), the SESAR vision would significantly reduce the ANSP unit cost from ~960€ per flight today to ~590€ per flight in 2035. Relative performance benefits for airspace users’ operational efficiency are independent of traffic growth, while the need for airport capacity is reduced when traffic growth is lower than expected.



Figure 27 – Performance gains are sensitive to traffic growth

Note: Numbers are rounded; Source: ACE benchmarking report 2012, STATFOR

6.2 Next SESAR deployment wave

This Section provides the results of a high-level preliminary cost and benefit assessment (preliminary CBA) of the New Essential Operational Changes in the next wave of SESAR deployment, beyond PCP, as described in Section 4.3

43. Assumptions and further details can be found in the supporting document.

The PCP Essential Operational Changes and the non-Essential Operational Changes are not included in the CBA.

The CBA includes the costs of the ATM Technology Changes required for the New Essential Operational Changes, as well as costs such as implementation and training costs.

The CBA monetises a range of benefits44

, which the New Essential Operational Changes are expected to bring including increased ANS productivity, avoidance of ATFM delays and reduced fuel burn. Other benefits, which are not monetised, are also expected such as benefits in safety and security, avoidance of ATFM inconsistencies other than delay (e.g. flight cancellations, early arrivals) leading to greater flight predictability, additional movements at congested airports and more resilience in low visibility situations.

The New Essential Operational Changes also lay the ground for the implementation of SESAR 2020 in areas such as 4D trajectory management, collaborative decision making across the network and full SWIM services.

43

Two Essential Operational Changes are not included in the CBA: CNS Rationalisation has been excluded due to the lack of data on all areas of infrastructure to be rationalised. This data is needed to estimate the costs and monetise the expected benefits. LVPs using GBAS has been excluded due to high uncertainty regarding the Airspace User costs.

44 Macro-economic benefits to the European economy are not considered in the CBA.

# of flights

Global

growth

Regulated

growth

Fragmen-

ting world

151050

ANS cost (€Bn)

-30-40%

Vision 9

2035

BaU14

20

10

0

+82%

2035

17.3

2012

9.5

(m)

1050 15

-30-40%

Vision 7

ANS cost (€Bn)

2035

BaU12

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10

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14.4

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9.5

(m)

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100 5 15

ANS cost (€Bn)

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Vision 6

2035

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(m)

+18%

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11.2

2012

Us

ed

sc

en

ari

o

Traffic scenario ANS productivity ambition

2035 Total system cost

SESAR Cost reduction per flight

against “Business as Usual” 2035

€ 220-330

€ 230-345

€ 240-360



The benefits expected during the deployment phase are monetised in the CBA based on the validation results from the SESAR project available in mid-2014

45 and may be adapted on the basis of future R&D

results. The path from setting validation targets to the assessment of benefits in the CBA is shown in Figure 28.

Figure 28 – The path from validation targets to benefits

The figures contained in this Section are preliminary. They should be confirmed in the context of the definition of future Common Projects.

6.2.1 Preliminary CBA results

The CBA results cover the New Essential Operational Changes (excluding CNS Rationalisation and LVPs using GBAS since more R&D is needed to provide information) for the following stakeholders

46:

Airport Operators

Airspace Users: Scheduled Airlines (mainline and regional)

ANSPs

Network Manager

The CBA results show that between 2015 and 2035 the roll-out of the New Essential Operational Changes would generate a Net Present Value (NPV) amounting to €3.1Bn with an 8% discount

47 rate. This results in

an 11-year payback period (2026) based on the current deployment assumptions associated with the New Essential Operational Changes. Note, however, that the CBA is based on high-level deployment assumptions and there could be scope for further optimisation of the deployment timing.

Figure 29 – Net Benefits of the New Essential Operational Changes

45 The CBA does not monetise the Performance Ambitions included in Chapter 2. However, the monetised benefit names have been

aligned with the terms used in the Performance Ambition where applicable.

46 Business Aviation, General Aviation IFR and Military Airspace Users are not included in the CBA because their benefits are currently underestimated due to difficulties in quantifying them. However, cost assessments have been performed for them and the results are included in section 6.1.4. Costs for Rotorcraft have not been assessed as the Essential Operational Changes do not currently target their specific needs.

47 Discounted values reflect that the value of money changes over time, so benefits received sooner have a higher value than those

received further into the future, which become more uncertain. Undiscounted values reflect the real value of money excluding the effect of time.

Validation Targets

Validation Results

Consolidated Performance Assessment

Benefits to Stakeholders

€3.1Bn undiscounted

(€1.8Bn discounted)

Investment levels

€15.1Bn undiscounted

(€4.9Bn discounted)

Benefits

€3.1Bn NPV

Net Benefits



Figure 30 shows the distribution of costs and benefits over the CBA period.

Figure 30 – Investment levels and benefits of New Essential Operational Changes (undiscounted)

6.2.2 Monetised benefits of the Essential Operational Changes

Figure 31 shows how overall monetised benefits are split across the different benefit types. The monetisation is dependent on the traffic growth and the timing of when benefits will be realised for each New Essential Operational Change.

The benefits associated with the PCP ATM Functionalities are excluded from the CBA.

Figure 31 – Benefits by type (billions of €) (undiscounted)

-0,4

-0,2

0

0,2

0,4

0,6

0,8

1

1,2

1,4

1,6

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035

Eu

r B

n

Benefits

Investment



Figure 32 shows how the assessments in the different KPAs translate into stakeholder benefits in the CBA.

Figure 32 – Link between Key Performance Areas and Benefits

Key Performance Area Benefit

Cost Efficiency: ANS Productivity Reduction in ANS operating costs for ANSPs

Reduction in ANS charges per flight to airspace users

Operational Efficiency: Delay Delay cost savings to airspace users

Operational Efficiency: Fuel burn and CO2 Fuel cost savings for airspace users CO2 savings – Emission Trading Scheme – reduced costs for airspace users

Operational Efficiency: Flexibility UDPP

Details of the mechanisms through which the benefits are monetised are described in the supporting document.

6.2.3 Costs of the Essential Operational Changes

This Section presents the cost assessment of the New Essential Operational Changes for the following stakeholders:

Airport Operators

Airspace Users: Scheduled Airlines (Mainline and Regional)

ANSPs

Network Manager

Assumptions and further details can be found in the supporting document.

Cost assessment main assumptions

Costs associated with the ATM Technology Changes that are needed for the PCP ATM Functionalities are excluded.

Costs associated with Mandates such as datalink are not included.

The deployment dates provided with the New Essential Operational Changes will result in synchronised deployment between the stakeholders. There is one deployment period per New Essential Operational Change and per stakeholder group.

ATM Technology Changes which enable multiple New Essential Operational Changes have only been costed once; those costs are not double-counted.

For airspace users, ANSP and airport operators the costs have been provided on a “per unit” basis and were then multiplied by a number of investment instances. These investment instances generally focus on the high complexity/high utilisation locations.

Costs provided represent the total cost of deploying the New Essential Operational Changes. The costs include procurement costs, implementation costs, integration costs, training costs, procedural costs and consultation costs. R&D costs are excluded as they are assumed to have been already incurred in the SESAR Development Phase.



Figure 33 provides the overall investment levels included in the CBA split by stakeholder.

Figure 33 – investment levels by stakeholder included in the CBA (billions of €) (undiscounted)

Investment levels assumptions per stakeholder in the CBA

ANSP investment levels were assessed via a bottom-up approach combining inputs from ANSP and ground industry

48 to produce a range of “per unit” costs for ATM Technology Changes (avoiding double counting)

associated with each New Essential Operational Change. Costs were provided for en-route centres, TMAs and ANSP investments at airports. The investment instances that were costed for deployment are based on the “Master Plan Level 2 ANSP” data with a focus on the higher complexity locations. The overall investment cost was produced bottom-up and then revised from a top-down perspective to take account of savings that could be made through value engineering, collaboration between industry and ANSPs and economies of scale through delivering a coordinated programme of work throughout SESAR. The top-down revision resulted in a reduction of over a third in the cost.

Airport Operator investment levels were assessed via a bottom-up approach, combining inputs from airport operators and ground industry to estimate a range of “per unit” costs for each New Essential Operational Change at different categories of airport. The investment instances that were costed for deployment are based on the “Master Plan Level 2 Airport” data with a focus on the higher complexity/utilisation locations.

Network Manager investment levels were derived for the ATM Technology Changes in a bottom up approach and indicate what the Network Manager is required to deploy for the New Essential Operational Changes. A network-centric approach was followed with the other stakeholders in line with the performance scheme. Where the costs could be attributed to either the Network Manager or to other stakeholders depending on the chosen method of implementation, an agreement was reached with relevant stakeholders to avoid double counting.

Scheduled Airlines (Mainline and Regional) took a view on how to optimise their investments by assessing their fleet to consider the anticipated age of the aircraft and the regularity of their flights in European airspace as these factors impact the number of aircraft to be retrofitted and hence the retrofit costs. The number of aircraft to be forward fitted was projected based on the assumptions related to the evolution of the fleet and the target equipage rate needed for each ATM Technology Change to achieve the

48

The combined input of ANSPs, Airports and Ground Industry in the cost assessments is a significant advancement from previous costing exercises where ‘confidentiality issues’ precluded such an approach.



required performance. The reference costs are based on the Airbus Single Aisle family for Scheduled Airlines and on the ATR-72/ATR-42 family for Regional Airlines.

Scheduled airline investment levels were also assessed relating to investments at flight/airline operation centres and to changes in operating costs. Ground costs (e.g. new certificates), training costs (e.g. simulator or computer-based training) are estimated based on previous project experience, where available. It is estimated that scheduled airline investment levels will result in 42% of the fleet being equipped for the ATM Technology Changes required for the Essential Operational Changes and not already included in the PCP or other Mandates.

6.2.4 Investment levels and benefit for other stakeholders

This subsection addresses the impact on other stakeholders not included in the CBA because of limited data and inputs available at the point of publication of this plan. Rotorcraft costs are not included as none of the Essential Operational Changes and associated operating environments are applicable.

Business Aviation

Investment levels for Business Aviation (BA) are estimated at €0.31Bn, however only relate to the New Essential Operational Changes. Additional investments in different technologies will be needed to satisfy the specific needs of BA, including the specific or adapted technologies (e.g. CVS (Combined Vision System), EVS, and SVS). The European BA fleet is extremely varied and is customised for different operations in different ATM environments for the same aircraft. There is therefore a need for BA aircraft to be equipped with the latest SESAR technologies in order to maintain their current level of access to airports and airspace. Considering that the BA fleet is relatively young and the life expectancy of a business aircraft is in the range of 40-50 years, this will imply a significant number of aircraft to be retrofitted with various avionics. In addition the business aviation fleet flies five to ten times less than scheduled airline fleets, which leads to complex depreciation of avionics over their lifespan and multiple avionics retrofitting programmes.

The difficulty for BA will be to quantify their specific benefits (e.g. door-to-door service improvement) and to ensure that those benefits will be sufficient to cover the investments. BA already anticipates that there will be reduced cost avionics packages. For example, for “forward fit” applications on next generation aircraft, it is expected that most of new functionalities will be provided as part of the standard aircraft at no additional cost. In addition global interoperability activities, avoiding multiple equipage packages and common solutions will need to be pursued.

General Aviation

General Aviation (GA) includes both IFR and VFR (Visual Flight Rules) flights covering fixed wing and light VFR rotorcraft. Within both general aviation segments costs have been estimated excluding micro-light and lighter-than-air craft. The costs of equipage for IFR have been estimated at around €0.28Bn. SESAR has not quantified benefits for general aviation from the New Essential Operational Changes being examined as these do not address the needs of the GA community. Therefore, solely investment levels are shown in this Master Plan, although some ATM Technology Changes provide safety benefits.

In setting investment levels, GA compliance is assumed with essential ATM Technology Changes (e.g. ADS-B out), even though no existing regulatory instruments make such demands for the majority of GA aircraft. This equipage is assumed to be required to deliver the overall network benefits of specific New Essential Operational Changes requiring the majority of GA to equip with certain ATM Technology Changes. Further clarification on what equipage rates are required to realise the majority of operational benefits will be needed.

GA technical solutions do not yet exist nor are in development within Europe to address ATM Technology Changes. Since the ATM Technology Changes in the New Essential Operational Changes are not relevant to GA (e.g. LVPs using GBAS CAT II/III.) the costs per aircraft for each New Essential Operational Change are less than for other airspace users. The costs include only ATM Technology Changes deemed necessary to deliver the network benefits. It is expected that the certification standards will also be proportionate assisting the cost reduction. Innovative and tailored solutions will be required for smaller GA aircraft to



support the objectives of the ATM Technology Changes (e.g. datalink, i4D etc.). The typical IFR aircraft cost is therefore between k€10 and k€16 at current market prices, in addition to costs borne through PCP compliance.

Military

The military is an airspace user, ANSP and airport operator. Military costs (air and ground) are based on the relevant civil “per unit” cost values. The military airspace user costs consider the civil “per unit” costs and the military fleet (large Aircraft, light trainers, fighters) and were assessed at around €0.09Bn. The military also has a large helicopter fleet, however, since costs are not available for the civil rotorcraft they are also unavailable for the military calculations.

The overall military ground investment level (ANSP and airport) is not calculated as the number of military units is not currently available. However, it can be stated that system integration with civil ANSPs at national or regional level will decrease costs for the military. Examples of integrated civil-military systems have shown that the cost for the Military is between 5% and 20% of the total cost of the Civil ANSP.

In addition, the cost to upgrade multinational Air Command and Control systems and national Air Defence systems to SESAR requirements are assumed to be similar to the cost to upgrade a Civil ATM system.

Military benefits are not monetised within the CBA, however, benefits can be expected if the following high level Military operational and system needs are met:

Unrestricted Access to airspace aimed at safeguarding the integrity of national airspace and the provision of support to civil authorities in connection with national security;

Unconstrained training to ensure the readiness of military forces (including police and customs) to perform the activities required and to test systems or operational concepts;

Accessibility to civil/military airports;

Flight and cost efficient transit to operating and training areas;

Ensuring that national airspace is accessible for national and international forces including Cross border operations and access to cross-border ATM resources;

Processes and mechanisms supporting performance based certification so that an equivalent level of performance of the military system against SESAR ATM/CNS requirements can be achieved.

Military stakeholders can expect to see benefits related to capacity, cost effectiveness, efficiency, flexibility, access and equity, interoperability and (national) security.

6.3 Incentivisation strategy and possible areas of regulation

6.3.1 Synchronisation of Operational Changes

According to the Commission Implementing Regulation (EU) No 409/2013 on the definition of common projects, the Master Plan provides the basis for timely, coordinated and synchronised deployment of the Operational Changes. A timely, coordinated and synchronised deployment of SESAR being essential to achieve the SES performance objectives and the overall economic benefits expected from ATM modernisation.

Still, not all Operational Changes need to be synchronised. According to the above regulation, the need for synchronised deployment of ATM functionalities needs to be assessed on the basis of:

a) a definition of their geographical scope and planning, including deployment target dates; b) an identification of the operational stakeholders required to deploy them; c) transitional measures for their progressive deployment.

Criteria (b) above is particularly important, as the involvement of large number of different stakeholders, potentially implying the exchange of information across Ground/Ground and Air/Ground interfaces, would typically require a strongly coordinated deployment to ensure interoperability.



The need for Operational Changes synchronisation, or the need for Operational Changes to be deployed at all, will need to be confirmed by a full impact assessment verifying that they deliver the right solution for the identified problem, and a solid business case.

6.3.2 Incentivisation strategies

The need for incentives

A timely, coordinated and synchronised deployment of SESAR is essential to achieve the SESAR Performance Ambition levels outlined in the Master Plan. According to the Commission Implementing Regulation (EU) No 409/2013 on the definition of common projects, the Master Plan provides the basis for timely, coordinated and synchronised deployment of the Operational Changes. This regulation also foresees the use of incentives “in particular to mitigate negative impacts on a specific geographical area or category of operational stakeholders”.

As a matter of fact, a long known issue associated with deployment of new ATM technologies is the matter of “last mover advantage”. In the case of Airspace Users, this situation exists due to limited benefits often being derived by those who invest first in new technologies as ANSPs operate on a first come first served basis and consider that a “critical mass” of operation is needed in order to adopt new procedures or approaches to service. This long held approach must change if SESAR is to be deployed in a timely and synchronised manner.

The main driver for providing an incentive for a certain SESAR capability is therefore to de-risk the transition towards its desired full implementation. This should be done by addressing, in due course, the following implementation challenges:

Ensuring synchronisation (including alignment of requirements) and timely deployment;

Mitigating negative business cases either for some specific capabilities or specific stakeholders categories;

Encouraging and securing on-time equipage of aircraft and overcoming the last mover advantage;

Compensating possible negative cash-flow during the transition phase (long payback times) and avoiding pre-financing by airspace users;

Range of options

To overcome the above mentioned challenges, a range of incentives tools should be considered, possibly combined, namely:

Financial

European Union funding according to the Connecting Europe Facility (CEF) framework, focusing on the implementation projects of SESAR deployment. This funding may be allocated to operational stakeholders, on a non-discriminatory basis. Frontloading of grants would accelerate the decision of Airspace Users to equip their fleet early;

Incentives in relation with the performance and charging Regulations in the form of ANS charges modulation are possible to accelerate the deployment of SESAR ATM capabilities and give incentives to equip aircraft. However, this is a concept that presents a number of challenges and would need further detailed work to assess how it could be actually feasible in practice;

Loan Guarantees or Loans from the European Investment Bank (as indicated in the CEF Regulation) could provide Airspace Users, ANSPs and Airports with a good bridging solution in order to cope with their ROI time constraints.

Operational

The traditional principle of “First-Come-First-Served” must evolve to take into account an approach that recognises and leverages aircraft capability to secure more efficient and effective performance. Historically the principle of “First Come First Served” has been applied to manage air traffic flows. This principle implies that the different stakeholders in the aviation system



(airspace users, service providers...) have been operating under a paradigm that does not necessarily promote the most efficient use of ATM “capabilities” (to be understood as both ATM systems and procedures). The “First Come First Served” principle does not necessarily guarantee the most efficient and effective handling of mixed capabilities. As a consequence, “Most Capable Best Served” measures can be considered to ensure that the most capable flights receive a preferential service and get operational benefits as early as possible. MCBS a promising concept which needs to be defined on a case-by-case basis and integrated in the current priority rule “First Come First Served”.



7 Risk Management

7.1 Capturing and analysing risk

The Master Plan risk management addresses the most significant risks associated with the delivery of the Essential Operational Changes that are required to contribute to achieving the performance ambitions. Overall, by including risks in this chapter it is not assumed that they will actually materialise, the aim is rather to ensure that these risks are receiving appropriate attention and are adequately managed so that they do not impact the Master Plan delivery.

A Master Plan risk may be defined as an undesired event or series of events, which reduce confidence in the Master Plan and, on occurring, may represent a potential obstacle towards delivering the timely, coordinated and efficient deployment of the new technologies and procedures in line with the SESAR Target Concept.

The Master Plan risk management reviewed and updated the risks highlighted in the previous edition using the risk management framework implemented by SESAR Joint Undertaking (SJU). Risks were identified according to their relation to the achievement of the performance ambitions reflected in the Master Plan. Risks, which have a significant impact on the implementation of the SESAR project or its subsequent deployment have also been analysed. While the risk analysis covered in a comprehensive way all potential areas, this risk management chapter focuses on the risks with the highest criticality.

All recorded risks have been tackled or are still treated through mitigation action plans recorded within the SJU Risk Management Framework. Each mitigation action identifies dedicated ownership and a target date in order on one hand to reduce the likelihood of the event materialising and on the other hand to reduce the possible impact, thus increasing confidence in the Master Plan. Section 7.2 shows the actors on mitigation together with the main actions. The more detailed action plans are captured in the SJU risk management framework.

Risk management is necessarily an activity that needs regular attention including updates and monitoring of the status of the ongoing mitigation actions. In between Master Plan updates a regular review of all risks and mitigation actions is conducted by the SJU.



7.2 High-priority risks identified

Risk Description Consequences / Impact Mitigation by: / action:

1. The R&D

Programme

does not deliver

solutions that

are ready for

the preparation

of deployment.

Lack of efficiency leading the R&D programme to not deliver SESAR Solutions that are fully ready for the preparation of deployment.

Delay of deployment plans related to

SESAR Results

Performance ambition is not met

By: SJU

Action:

Ensure consistency between the

expectations outlined in the ATM

Master Plan and the delivery of SESAR

solutions in time and scope.

Deliver and publish SESAR Solution

Packs to prepare for the deployment

of first SESAR R&D results.

2. The transition

from SESAR 1 to

SESAR 2020

causes delays

and

discontinuation

of R&D

activities.

The ATM Master Plan should ensure the integrity and consistency of the entire SESAR project from development to deployment. The continuity between the two activities should be kept.

An interruption in the planning and

monitoring of this process, at any stage,

will substantially compromise the

successful and coherent modernisation of

European ATM.

Capacity of ATM to meet the performance

ambitions is undermined with a negative

impact on the industrialisation processes

and consequently on synchronisation of

deployment.

By: EC, SJU

Action:

Ensure a good transition plan from

SESAR 1 to SESAR 2020 in order to

guarantee the seamless continuation

of all activities required for the

modernisation of European ATM.

Ensure the adequate documentation

of all relevant R&D output and the

identification and storage of all

results, necessary to ensure

continuity of ATM Research and

Development and deployment

planning activities supporting the

execution of the ATM Master Plan.




3. Ineffective

bridging

between

development

and deployment

activities may

put

industrialisation

at risk and delay

deployment

The ineffective bridging between R&D and industrialisation / deployment leads to inefficiencies, in particular for third-parties (non-Members) and the Deployment Manager. Regulatory and standardisation needs to support harmonised deployment are not met.

Delays and lack of harmonization in

deployment.


Compromise to the delivery of enhanced

performance due to the reliance of

“workarounds” to secure regulatory

approval

The full scope of the industrialisation may

be missed, leaving out certain

stakeholders’ needs

By: EC, SJU, SDM, Standardisation Bodies

Action:

Launch first wave of SESAR Very Large

Scale Demonstration activities to

bridge R&D with Deployment in the

context of SESAR 2020

Strengthen cooperation

arrangements with Standardisation

Bodies to ensure alignment of their

respective work programmes with the

needs identified in the ATM Master

Plan

Strengthen current engagement of

the regulatory authorities in the

development phase to prepare for

deployment.

4.

Interoperability

and global

harmonisation

are not ensured

Interoperability and global harmonisation relies on the synchronised application of standards and common principles, together with common technical and operational solutions for relevant aircraft and ATM Systems. This includes civil-military interoperability.

Global modernisation programmes are not

aligned.

Rework required resulting in delays in

development and increased development

costs

Basis for sound investment

decision-making is not established.

Delay of the deployment of the

Programme

By: EC, SJU

Action:

Work towards global interoperability

in the framework of ICAO working

arrangements.

Continue to strengthen

SESAR/NextGen coordination under

the EU/US MoC with a particular

focus on securing further alignment

between the ATM Master Plan and

the NextGen Implementation Plan.




5. Delays in the

implementation

of the Pilot

Common Project

(PCP)

The Pilot Common Project (PCP) provides the first wave of deployment of SESAR R&D results

Insufficient commitment for the

deployment phase

Delay / de-synchronisation of deployment

plans related to first SESAR Results


Negative impact on the EU economy,

employment, mobility and environment

By: EC, SDM, and All Stakeholders

Action:

Synchronisation and coordination by

SDM.

Ensure a strong promotion of the

Deployment Programme.

Identify, stabilise and ensure

implementation of elements that are

prerequisite for SESAR deployment

and/or essential for contributing to

the performance ambition.

Implement the pre-SESAR changes

and the PCP precursors according to

Stakeholder roadmaps.

6. Investments

to support

deployment

beyond 2020 is

not secured

The roll out of the SESAR vision relies on coordinated timing of investments to ensure synchronised deployment (coordinated deployment and incentivisation).


Insufficient commitment, financial

resources and investment for the

deployment phase


Severe negative impact on the EU

economy, employment, mobility and

environment

By: EC, SJU, SDM

Action:

Prepare for the deployment of SESAR

R&D results (business cases, impact

assessments, future Common

projects when appropriate).

Ensure that financial and operational

incentive mechanisms are defined

and implemented in a timely manner

in order to facilitate the deployment

of SESAR.

Ensure consistency between the

stakeholder roadmaps in the ATM

Master Plan and stakeholders’

investment plans.




7. Governance

Structure is Not

Capable of

Ensuring

Successful

Deployment

The deployment governance structure shall be capable of ensuring a strong link between SESAR development and deployment activities.

Lack of accountability between the various

actors.



Severe negative impact on the EU

economy, employment, mobility and

environment

By: EC, SDM, SJU and All Stakeholders

Action:

Define and implement an appropriate

Deployment Governance mechanism

and efficient interaction of all parties

involved in order to ensure an

effective execution of the

Deployment Programme consistently

with the ATM Master Plan and the

Network Strategy Plan.

Governance has to ensure that the

required resources are available for

the timely local and synchronised

deployment.

8. Deployment

of SESAR

Solutions leads

to unaddressed

cyber-security

vulnerabilities

The programme must set clear guidance to ensure that delivered solutions can be made secure, are securely integrated into operational ATM systems (including legacy systems) and contribute to a resilient European ATM system.

Whilst serious incidents are likely to be

very infrequent they may have very serious

consequences; even a trickle of low impact

incidents will erode trust in the system and

could delay SESAR deployment and

benefits.

By: EC. SJU

Action:

Ensure efforts on ATM cyber-security

are coordinated, and assess policy

options for strengthening

cyber-security and resilience.

Establish principles and processes for

ensuring cyber-security and resilience

is included appropriately within the

SESAR work programme.




9. Failure to

manage Human

Performance

(Human Factors,

Competency

and Change

Management)

issues in the

development

and

implementation

of the ATM

Target Concept

Human Factors not integrated in concepts, development and validation (with operational staff), including applying minimal standards and unrealistic assumptions (especially human workload and automation)

Lack of appropriate Competency (Training and Assessment) regulatory, certification, training and assessment framework

Lack of verified and competent Human Resources to support operations in a new technological environment (timely and in sufficient numbers)

Absence of appropriate Social and Change Management processes and Social Dialogue structures at European, national and local levels.

Lack of an integrated and consistent approach (consistency between regulatory and working bodies).

Without addressing these risks the future

European ATM System will not fully

achieve its objectives

Risk of additional safety hazards

By: SJU and All Stakeholders

Action:

Ensure that operational staffs are

included in development and

validation activities.

Issue regular recommendations and

activity plans for Human Performance

in the area of R&D, regulation,

standards, and management at

industry level.

Monitor all SESAR oriented R&D and

validation phases regarding Human

Performance standards, methods and

requirements.

Examine Staffing implications of all

deployment activities for all groups of

operational aviation staff and publish

results and related recommendations.

Ensure appropriate coordination

between all stakeholders concerned

to ensure consistency between

initiatives related to Human Factors,

Competency and Social Dialogue.



8 List of Abbreviations

4D 4 dimensional

A/G Air/Ground

ACAS Airborne Collision Avoidance System

ACC Area Control Centre

A-CDM Airport CDM

ADD Aircraft Derived Data

ADS Automatic Dependent Surveillance

ADS-B ADS–Broadcast

AFISO Aerodrome Flight Information Service Officer

A-FUA Advanced Flexible Use of Airspace

AGL Airfield Ground Lighting

AIM Aeronautical Information Management

AIRM Aeronautical Information Reference Model

AIS Aeronautical Information Service

AMAN Arrival MANager

AMHS Aeronautical / ATS Message Handling System

ANB Air Navigation Bureau

ANS Air Navigation Services

ANSP Air Navigation Service Provider

AO Airport Operator

AOP Airport Operations Plan

APAMS Airport Performance Assessment Monitoring System

A-PNT Alternative Position, Navigation & Timing

APOC Airport Operations Centre

ARES Airspace reservation

A-RNP Advanced-RNP

ASAS Airborne Separation Assistance System

ASBU Aviation System Blocks Upgrades

ASD Association of European Aerospace & Defence Manufacturers

ASM Airspace Management

A-SMGCS Advanced Surface Movement Guidance & Control System

ASPA ASAS Spacing

ATC Air Traffic Control

ATCO Air Traffic Controller

ATFCM Air Traffic Flow and Capacity Management

ATFM Air Traffic Flow Management

ATFN Aeronautical Fixed Telecommunication Network

ATM Air Traffic Management

ATMRPP ICAO ATM Requirements and Performance Panel

ATN Aeronautical Telecommunications Network

ATSA-AIRB Air Traffic Situational Awareness – Airborne

ATSAW Air Traffic Situational Awareness

ATSEP Air Traffic Safety Electronics Personnel

ATV Airport Transit View

AU Airspace User

AUP Airspace Use Plan

B2B Business-to-Business

BA Business Aviation

CAPP CDTI Assisted Pilot Procedure

CAVS CDTI Assisted Visual Separation

CBA Cost Benefit Analysis

CCS Capacity Constrained Situations

CDM Collaborative Decision Making

CDTI Cockpit Display of Traffic Information

CEF Connecting Europe Facility

CEN European Committee for Standardization

CENELEC European Committee for Electrotechnical Standardization

CIDIN Common ICAO Data Interchange Network

CIIP Critical Information Infrastructure Protection

CNS Communications, Navigation and Surveillance

COTS Commercial Off The Shelf

CSS Capacity Constrained Situations

CTA Controlled Time of Arrival

CTOT Calculated Take Off Time

CVS Combined Vision System

CWP Controller Working Position

D&A Detect & Avoid



DAC Dynamic Airspace Configuration

DCB Demand & Capacity Balancing

DL Datalink

DMAN Departure MANager

DME Distance Measuring Equipment

D-NOTAM Digital-Notice to Airmen

DRA Direct Routing Airspace

D-TAXI Datalink Taxi Support

E-AMAN Extended Arrival Management

EASA European Aviation Safety Agency

EASCG European ATM Standards Coordination Group

eATM European ATM

EATMN European ATM Network

EC European Commission

ECA European Cockpit Association

ECAC European Civil Aviation Conference

EDA European Defence Agency

EFPL Extended Flight Plan

EGNOS European Geostationary Navigation Overlay Service

EPP Extended Projected Profile

EREA Association of European Research Establishments for Aeronautics

ESA European Space Agency

ESSIP European Single Sky ImPlementation

ETSI European Telecommunications Standards Institute

EU European Union

EUROCAE European Organisation for Civil Aviation Equipment

EVS Enhanced Vision System

FAA Federal Aviation Administration

FAB Functional Airspace Block

FCI Future Communications Infrastructure

FDP Flight Data Processing

FDPS Flight Data Processing System

FF-ICE Flight and Flow Information of a Collaborative Environment

FIR Flight Information Region

FIS-B Flight Information System – Broadcast

FMP Flow Management Position

FMTP Flight Message Transfer Protocol

FOC Flight Operations Centre

FRA Free Routing Airspace

FSS Fixed Satellite System

FUA Flexible Use of Airspace

G/G Ground/Ground

GA General Aviation

GANP Global Air Navigation Plan

GASP Global Aviation Safety Plan

GAST GBAS Approach Service Type

GAT General Air Traffic

GBAS Ground Based Augmentation System

GDP Gross Domestic Product

GFT Global Flight Tracking

GNSS Global Navigation Satellite System

GPS Global Positioning System

HMI Human Machine Interface

HUCL High Utilisation Complex Layout

HUSL High Utilisation Simple Layout

i4D initial 4D

ICAO International Civil Aviation Organisation

ICNS Integrated CNS

IFR Instrument Flight Rules

ILS Instrument Landing System

IM Interval Management

IMP Information Management Protocol

IOC Initial Operating Capability

IP Internet Protocol

IPS Internet Protocol Suite

IR Implementing Rule

iRBT initial Reference Business Trajectory

iRMT Initial Reference Mission Trajectory

IRS Inertial Reference System

iSBT initial Shared Business Trajectory

iSMT Initial Shared Mission Trajectory

ISRM Information Service Reference Model

IT Information Technology

ITF In Trail Follow

ITM In Trail Merge

ITU International Telecommunication Union

IVT International Validation Team



JARUS Joint Authorities for Rulemaking on Unmanned Systems

KPA Key Performance Area

KPI Key Performance Indicator

L-DACS L-Band Digital Aeronautical Communication System

LNAV Lateral Navigation

LUCL Low Utilisation Complex Layout

LUSL Low Utilisation Simple Layout

LVC Low Visibility Conditions

LVP Low Visibility Procedure

MC/MF Multi-Constellation/Multi Frequency

METEO Meteorology/Meteorological information

MLAT Multilateration

MLS Microwave Landing System

MoC Memoraandum of Cooperation

MOE Military Operating Environment

MON Minimum Operational Network

MONA MONitoring Aids

MSP Multi-Sector Planner

MSPSR Multi-Static Primary Surveillance Radar

MSSR Mono-pulse Secondary Surveillance Radar

MT Mission Trajectory

N/A Not Applicable

NATO North Atlantic Treaty Organization

NDB Non Directional Beacon

NM Network Manager

NOP Network Operations Plan

NPV Net Present Value

OBT Off Block Time

P3R3 Prevision, Prevention, Protection, Recognition, Response, and Recovery

PBN Performance Based Navigation

PCP Pilot Common Project

PENS Pan-European Network Service

PinS Point in Space

PKI Public Key Infrastructure

PRNAV Precision Area Navigation

PSR Primary Surveillance Radar

R&D Research & Development

RA Resolution Advisory

RBT Reference Business Trajectory

RC Rotorcraft

RMT Reference Mission Trajectory

RNAV Area Navigation

RNP Required Navigation Performance

ROT Runway Occupancy Time

RP Reference Period

RPAS Remotely-Piloted Aircraft System

RTCA Radio Technical Commission for Aeronautics

RTM Remote Tower Modules

RTS Remote Tower Services

S&M Sequencing & Metering

SATCOM SATellite COMmunications

SBAS Satellite Based Augmentation System

SBT Shared Business Trajectory

SDM SESAR Deployment Manager

SDR Software Defined Radio

SES Single European Sky

SESAR Single European Sky Research programme

SID Standard Instrument Departure

SJU SESAR Joint Undertaking

SMO Standards Making Organisation

SMT Shared Mission Trajectory

SNI Simultaneous Non Interfering

SOA Service Oriented Architecture

SSR Secondary Surveillance Radar

STAM Short Term ATFCM Measures

STAR Standard Instrument Arrival

STATFOR EUROCONTROL Statistics and Forecast Service

STCA Short Term Conflict Alert

SVS Synthetic Vision System

SWIM System Wide Information Management

SWIM-TI SWIM Technical Infrastructure

TBO Trajectory Based Operations

TBS Time Based Separation

TMA Terminal Manoeuvring Area

TSAT Target Start Approval Time

TTA Target Time of Arrival



TTO Target Time Over

TTOT Target Take Off Time

UDPP User Driven Prioritisation Process

UHF Ultra High Frequency

UUP Updated Airspace Use Plan

VFR Visual Flight Rules

VHF Very High Frequency

VNAV Vertical Navigation

VoIP Voice over Internet Protocol

VOR VHF Omni-Range

VSATS Very Small Aperture Terminals

WAIC Wireless Avionics Intra-Communication

WAM Wide Area Multilateration

WOC Wing Operation Centre

WRC World Radiocommunication Conferences

XMAN Cross Border Arrival Management



Annexes

Annex A: Mapping SESAR Operational Changes – ICAO Aviation System Block Upgrades

The mapping between SESAR Operational Changes and ICAO’s ASBU initiative is highlighted in this Annex. The PCP Essential Operational Changes are highlighted in red.





Annex B: Avionics Roadmap

Proposed European ATM Master Plan Edition 2015 - · PDF filehave to be subject to further considerations after validation and proper identification of supporting business ... Proposed

Documents